ATT 1 - Draft Economic Vitality Strategy — Mountain View City Council, April 23, 2024

ECONOMIC VITALITYECONOMIC VITALITY

STRATEGYSTRATEGY

ECONOMIC VITALITY

STRATEGY
February 2024
Attachment 1
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Economic Vitality Strategy | City of Mountain View
Acknowledgements
This Economic Vitality Strategy has been developed in close collaboration with the City of Mountain View Community Development Department and Economic Development Team staff, under the guidance of City Council and the Economic Vitality Advisory Group. In addition, we’d like to thank numerous local and regional partners and stakeholders for their par - ticipation in interviews and workshops that contributed to the findings and development of this plan.

City of Mountain View City Council
Mayor Pat Showalter
Vice Mayor Lisa Matichak
Councilmember Margaret Abe-Koga
Councilmember Alison Hicks
Councilmember Ellen Kamei
Councilmember Lucas Ramirez
Councilmember Emily Ann Ramos
General Acknowledgements
Many residents, businesses, and community members contributed to the Economic Vitality Strategy through participation in interviews, focus groups, studios, and written feedback. In particular, the City would like to thank the following individuals and organizations for providing guidance and feedback on the Economic Vitality Strategy:

Ronit Bryant
Ed Choudhry
Kevin Duggan
Katie Ferrick
Javier Gonzalez
Mike Kasperzak
Dilip Patel
Marlena Sessions
Jeff Trimmer
Randy Tsuda
Giacomo Vacca
City of Mountain View Executive Staff
City Manager, Kimbra McCarthy
Assistant City Manager, Audrey Seymour Ramberg
Acting Assistant City Manager/Community Development
Director, Dawn S. Cameron
City of Mountain View Communtity Development Department, Economic Development Team
John Lang, Economic Vitality Manager
Kirstin Hinds, Economic Development Strategist
Amanda Rotella, Economic Development Strategist
Mountain View Economic Vitality Advisory Group
Lelan Anders, Employment Training Manager, NOVAWorks
Peter Katz, President & CEO, Mountain View Chamber of
Commerce
Lindsay Hagan, Assistant Community Development Director Danielle Lee, Chief Sustainability and Resiliency Officer Project Consultants - Community Attribues, Inc.

Chris Mefford, AICP - President & CEO
Elliot Weiss, AICP
Cassie Byerly, AICP
Bryan Lobel, AICP
Carly Bednarski
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City of Mountain View | Economic Vitality Strategy
1: Commerical & Community Hubs
2: Downtown Mountain View
5: Development in Mountain View
4: Small Businesses & Entrepreneurs
3: Advanced Industries
Contents
Section 1: Introduction........................................................................................................................................ 1 Executive Summary............................................................................................................................................ iv Local & Regional Growth..........................................................................................................................................7 Community Concerns............................................................................................................................................8 Employment & Industry............................................................................................................................................9 Land Use & Development..........................................................................................................................................11 Housing............................................................................................................................................................................13 Retail...............................................................................................................................................................................15 Downtown Mountain View........................................................................................................................................17 Opportunity & Challenges......................................................................................................................................19 Section 3: Mountain View in 2023......................................................................................................................7 Section 2: Vision...................................................................................................................................................5 Section 4: Goals, Strategies & Actions.............................................................................................................23 Appendices.........................................................................................................................................................78 ..............................................................26 .........................................................................38 ...................................................................................46 ............................................................54 ...............................................................70 A. Implementation Timeline.....................................................................................................................................79 B. Matrix .....................................................................................................................................................................91 C. Measures of Success............................................................................................................................................107 D. Landscape Assessment........................................................................................................................................109 iv
Economic Vitality Strategy | City of Mountain View

EXECUTIVE SUMMARY
In 2021, as the world worked through nearly two years of challenges with the global pandemic, the City of Mountain View anticipated coming out of COVID-19 with a need for an Economic Vitality Strategy. This Strategy would establish a new alignment between Mountain View leadership, residents and businesses towards a common economic vision. In 2022, the City contracted with Community Attributes, Inc. (CAI) to embark on data analytics and stakeholder and public engagement to better understand local interests from a broad range of perspectives.

Through these analyses and engagement, the project team identified several themes and key findings. The subsequent pages provide a summary-level overview of these themes and findings.
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City of Mountain View | Economic Vitality Strategy
Local and Regional Growth
• U ntil recently, Mountain View grew in population at a rate consistent with the region. During the pandemic, however, the region lost residents while Mountain View grew in population.
• M
ountain View in 2022 had 83,900 residents. If growth remains consistent with the current rate, Mountain View is on track to grow by 11,000, or around 550 residents per year, by 2040.
• B
eginning in 2010, Mountain View began adding jobs at eight times the rate of population and housing unit growth, through 2021. • I
n 2020, the pandemic immediately changed the region’s commute and employment patterns. Mountain View’s largest employers led work-from-home trends, and their employees in 2023 have not returned to pre-pandemic patterns of working primarily in the office. • R
ecent layoffs across the region’s largest employers, including Google, have brought greater uncertainty regarding growth trends for the city’s highest-employing industry.

Community Concerns
The following content was synthesized from a series of focus group meetings conducted for this planning process. Throughout the process, issues that ranked high for residents and developers were found to rank equally high amongst local employers. These employers cited housing that is affordable to its workforce as the greatest concern with a significant impact on their economic interests.
• C
hief among residents’ concerns in 2023 is housing, including the very high cost of renting or buying homes in Mountain View, as well as the scarcity of housing available in the city and the region. • T
he lack of opportunities to shop and dine in Mountain View’s neighborhood centers ranks high amongst City concerns.
• B
oth stakeholder and City leadership view a thriving Downtown Mountain View as critical for economic vitality.
• C
oncerns about Mountain View’s development process and code, including how to create flexible opportunities for new technology and uses (eg, life sciences), were prominent. Opportunities, such as engaging new customers, and challenges, such as investments required in Downtown’s character, were also cited.
• R
etail vacancy and depreciation – especially Downtown; as well the need to support vitality and diversity of local entrepreneurship and small business (versus chain businesses) were cited as concerns.

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Economic Vitality Strategy | City of Mountain View
Employment and Industry
• N early 90,000 people worked at jobs located in Mountain View prior to the pandemic.
• M
ost workers commute into Mountain View from South Bay
communities, but as a whole they come from all over the region – as far as San Francisco and the East Bay. Only 9% of all jobs based in Mountain View are held by Mountain View residents.
• T
he largest industry by employment in Mountain View by far is the Information sector. Google is well known to be the largest employer, and the sector includes other globally known companies, such as Microsoft, LinkedIn, and many others.
• T
he Information sector represents nearly half of the city’s jobs (46%), followed by the closely related Professional & Scientific Services industry (20%), with companies such as Synopsis Inc., Wipro, and Fenwick and West, LLP.

Land Use and Development
• Resear ch and development space and other office spaces combined account for 16% of the city’s land. Six percent of the city’s land is occupied by retail uses. Residential uses account for the largest share (42%) of land in Mountain View.
• T
he distribution of residential and employment-generating land uses across the city creates connectivity challenges, with major employment centers cut off from residential areas by rail and highway infrastructure.
• B
eing perceived as a welcoming, reliable, and consistent city to work with is a competitive advantage in the region, and stakeholders believe Mountain View is missing an opportunity to set itself apart from its neighbors in this area.
• M
ost cities in the Bay Area, including Mountain View, are perceived to have use permit processes that move much more slowly than developers would prefer or can afford. Strategically, whatever the City can do to make permitting more efficient would induce a competitive advantage over its peers and neighbors to attract desired development.
• S
takeholders claim that many cities’ zoning codes have not kept up with modern business and industry demands.
• P
arking requirements, in-lieu fees, and other costs related to permitting and entitlements also appear to be barriers for prospective or growing small-business owners.

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City of Mountain View | Economic Vitality Strategy
Housing
• M ore than 60% of Mountain View households are high income, with incomes greater than $199,000 or 120% of the Area Median Income, or AMI, which is $168,500 for the San Jose – Sunnyvale – Santa Clara metro area, as defined by the Department of Housing and Urban Development (HUD).
• Overall, 66% of all M
ountain View households are not “cost
burdened”, which is slightly higher than in Santa Clara County (65%) and higher than California overall (59%), but lower than the US (69%). Cost burden means a household spends more than 30% of its income on rent and utilities.
• M
ountain View has more renters than owners (60% of Mountain View households are renter occupied, compared to 43% of the Bay Area and California).
• H
ousing production since 2015 in Mountain View fell short of the City’s most recent housing goals and state-mandated affordable housing allocations. The number of permits issued for housing units affordable to high-income households were three times higher than the number allocated by the state. The number of permits issued for affordable housing units accounted for only 24% of the City’s allocated affordable housing targets.

Retail
• R etail conditions citywide is of great concern for Mountain View civic and community leaders. Many perceive other cities in the region to be outperforming Mountain View, particularly in attracting and supporting experiential and higher end retail.
• R
etail data analysis suggests that in aggregate, across all retail segments, Mountain View retailers generally produce the total sales volume expected for a city its size and location in the South Bay. • M
ountain View’s per capita retail spending within the food services and drinking places sectors exceeds the regional trade area, while spending within the clothing and clothing accessories industry is well below the regional average.
• W
hen the analysis considers the daytime population in Mountain View (factoring in workers coming in from elsewhere), the findings present unrealized upside opportunities. For instance, per capita sales in Mountain View fall short of the regional trade area by $1,600 per person if full daytime population is considered. There may be opportunities to draw increased customer traffic away from corporate campuses into Downtown and / or neighborhood commercial nodes. • S
takeholders perceive that the City is reluctant to locate food and beverage uses in select retail areas, or that the City is seeking out for other retail types / uses that may not have current market support.

There is broad interest in the type of high-end shopping experience that is offered at Santana Row in San Jose. However, real estate professionals who provided input into the Economic Vitality Strategy share their efforts to create that experience have run into market obstacles, possibly due to market saturation regionwide of similar retailers. As newer commercial developments mature, in time higher end retailers may follow.

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Economic Vitality Strategy | City of Mountain View
Downtown
• Downtown is a clear asset for Mountain View. Anchored by the Center for Performing Arts and civic uses to the south and mass transit connections to the north, Downtown has “good bones”, which make it easy to envision a thriving Downtown Mountain View.
• The Downtown faces challenges, nonetheless, Downtown Mountain View retail vacancy rates are nearly double Mountain View’s citywide average, which ranks high among the concerns of local leaders and stakeholders.
• Parking is a problem for visitors and business owners, and there is a lack of consensus amongst business leaders, building owners, prospective developers, and City leadership. about the solutions. The costs associated with parking (specifically in-lieu fees) were noted by stakeholders as a significant issue for businesses considering a Downtown location. The State of California has since enacted legislation rescinding parking requirements for new developments within a quarter mile of transit¹. • Other factors challenging a thriving Downtown include the absence of daytime population from large employers, compared to pre-pandemic customer traffic.

1. Interviews were conducted prior to the implementation of Assembly Bill 2097, which rescinded requirements for parking minimums or in-lieu fees for new development.

EVS Vision & Goals
In light of these themes and findings, this draft Economic Vitality Strategy presents a working draft set of goals, strategies, and actions to align Mountain View leadership, residents, and businesses toward a common economic vision for the city, as follows:

Mountain View seeks to create a thriving community where small businesses, innovation, entrepreneurship, and diversity are encouraged and flourish. We aim to be a global leader that balances economic growth with the health and well-being of our community and the environment.

Mountain View’s Economic Vitality includes a commitment to address causes of social and economic inequity for residents and workers in Mountain View.

Opportunity and advancement for all requires broad civic and community participation, livable neighborhoods without barriers to economic opportunity, and a robust economy that supports wealth creation opportunities for all residents and workers. Social and economic equity are embodied in specific actions throughout this Strategy.

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City of Mountain View | Economic Vitality Strategy
This Economic Vitality Strategy advances five draft goals that align with the vision and advance Mountain View’s equity interests, as follows:

Each of these goals is accompanied by strategies and actions outlined in this Economic Vitality Strategy.

GO
AL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.

GO
AL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

GO
AL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

GO
AL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT. x
Economic Vitality Strategy | City of Mountain View
Section 1: Introduction
Section 2: Vision
Appendices
Section 3: Mountain View in 2023
Section 4: Goals, Strategies & Actions
1 City of Mountain View | Economic Vitality Strategy
February 2024 | Introduction Section One

INTRODUCTION
In 2021, as the world worked through nearly two years of chal- lenges with the global pandemic, the City of Mountain View anticipated coming out of COVID-19 with a need for an Eco- nomic Vitality Stategy. This Strategy would establish a new alignment between Mountain View leadership, residents, and businesses towards a common econoimc vision. In 2022, the City contracted with Community Attributes, Inc. (CAI) to em- bark on data analytics and stakeholder and public engagement to better understand local interests from a broad range of perspectives.

There have been multiple channels of work to date resulting in a draft Economic Vitality Strategy (EVS). Initial work consisted of understanding leadership perspectives on priorities, fol- lowed by extensive analysis of the most current economic indicators available. As strategic themes emerged, outreach and interviews with business and community leaders broad- ened the input to inform the development of draft goals and strategies. In 2023, a complete working draft EVS was
developed and reviewed with the public and City Council. The Council provided direction at a Study Session on Spetember 26, 2023. This direction has been incorporated into this re- vised draft EVS.

Swift Crossing Migratory Swallows Metal Art,
rear entrance of Shoreline Park, Mountain View
Source: Yuval Helfman - stock.adobe.com, 2024.
2 Economic Vitality Strategy | City of Mountain View
Section Two Vision | February 2024
Section 2: Vision
Section 1: Introduction
Appendices
Section 3: Mountain View in 2023
Section 4: Goals, Strategies & Actions
3 City of Mountain View | Economic Vitality Strategy
February 2024 | Introduction Section One
Many issues raised as high concerns related to Economic Vitality are being addressed by efforts already underway.

Chief amongst these is the City’s Housing Element which was approved by the California Department of Housing
and Community Development on May 26, 2023. That im-
portant document provides in-depth research and recom-
mendations on housing needs and challenges for residents of all incomes, particularly those earning below 80% of area median income (AMI). The EVS references that work
whenever possible to show alignment, while also empha-
sizing the importance of housing for the EVS. There is
also algiment with the City’s other plans including Precise Plans for neighborhoods throughout the city, an in pro- cess Public Art Strategy, a recent assessment of Down-
town by the Urban Land Institute, the Matrix Develop-
ment Review Study, Transporation Demand Management
Ordinance, and a comprehensive 10-year Downtown
Parking Strategy adopted in 2021.

Mountain View’s newly-adopted Housing Element for 2023-2031 Source: City of Mountain View, 2024.

Alignment with other City Plans
4 Economic Vitality Strategy | City of Mountain View
Section One Introduction | February 2024
Ongoing and emerging economic disparities
surfaced during the pandemic and continue to
evolve as the economy and local market factors
remain in flux. Conversations around the ‘new
normal’at for office workers and the hybrid work -
place now include concerns around the long-term
impacts of office vacancies and expiring leases on
employment centers and the businesses that sup-
port them. Housing prices and shifting demand are
putting more pressure on low- and middle-income
households, and current interest rates are prohib-
itive to many buyers. The City and its stakeholders
acknowledge the impacts of these trends across
workers and residents of different backgrounds,
cultures, industries, and income levels. The EVS has
identified actions to address disparities in
economic opportunity identified through data
analysis and outreach efforts.

This draft Economic Vitality Strategy presents the
findings from research designed to serve economic
vitality citywide, along with a working draft set of
goals, strategies, and actions to align Mountain View
leadership, residents, and businesses toward a common
economic vision for the city.

Mountain View’s 10-Y ear Downtown Parking Strategy, 2021 Source: City of Mountain View, 2024.

5 City of Mountain View | Economic Vitality Strategy
February 2024 | Vision Section Two
VISION
Mountain View seeks to create a thriving community where small businesses, innovation, entrepreneurship, and diversity are encouraged and flourish. We aim to be a global leader that balances economic growth with the health and well-being of our community and the environment.“ ”
6 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
Section 3: Mountain View in 2023
Section 2: Vision
Section 1: Introduction
Appendices
Section 4: Goals, Strategies & Actions
7 City of Mountain View | Economic Vitality Strategy
February 2024 | Mountain View in 2023 Section Three
MOUNTAIN VIEW IN 2023
Local & Regional Growth
Mountain View, California, is at the heart of Silicon Valley – a dynamic region of global significance, rich with historic events that continues to spur economic growth. As such, Mountain View’s growth and eco- nomic vitality are closely linked to what happens elsewhere in Silicon Valley and the global economy. State and local markets and policies also ahve a significant impact on Mountain View’s economic vitality.

Until recently, Mountain View grew in population at a rate consistent with the region, 1.0% annually since 2010. During the pandemic, however, the region lost residents while Mountain View grew in population, bucking the regional trend and indicating other underlying factors may be making the city more attractive as a place to live. Mountain View in 2022 had 83,900 residents. If it maintains its current growth rate, Mountain View is projected to grow by 11,000, or around 550 residents per year, by 2040.

Changes in Mountain View growth trends in recent years have profoundly affected local economic conditions. In the 2000s, long after Silicon Valley had established regional employment centers and urban patterns, Mountain View saw many years of relatively slow population growth, paired with modest fluctuations in employment.

More recently, however, job growth dramatically outpaced population and housing growth in Mountain View. This comparatively outsized job growth continued into the COVID-19 pandemic, which disrupted everything for employers, workers, local businesses, and residents.

Beginning in 2010, Mountain View employers began adding jobs at eight times the rate of population and housing unit growth, through 2021.

From 2010 to 2021, Mountain View saw 9,000 additional residents, and 34,500 additional jobs (Exhibit 1). Much of the job growth is tied to Mountain View’s largest employer, Google (Alphabet Inc.).

In 2020, the pandemic immediately changed the region’s commute and employment patterns (as happened everywhere). Mountain View’s largest employers led work-from-home trends, and their employees in 2024 have not returned to pre-pandemic patterns of working primarily in the office. Although tech companies have announced a “return to office” they are often referring more to a hybrid schedule, accommodating significant work from home. As such, these companies’ Exhibit 1. Mountain View Population, Housing Units and
Jobs, 2010 & 2021
Source: California EDD (jobs), 2022; DOF (housing units, population), 2022; CAI, 2022.

8 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
contribution to daytime population could still likely be less than half of what it was pre-pandemic. Moreover, recent layoffs across the region’s largest employers, including Google, have created further uncertainty about growth trends for the city’s highest-employing industry.

It’s in this context that the City engaged business and community leaders across Mountain View to discuss priorities for strategic action to sustain and enhance economic vitality citywide. The rest of this section presents an integrated discussion of key findings from data analytics and key concerns expressed by stakeholders throughout the process, organized by topics of interest and fundamental significance to Mountain View’s Economic Vitality. Please see the Landscape Assessment in Appendix A for complete data analytics.

Community Concerns
Mountain View’s approach to this Strategy takes a holistic view of eco- nomic vitality, which, in addition to industry and employment, economic vitality, includes residents’ overall economic well-being and quality of life.

Chief among the concerns identified is housing, including the very high cost of renting or buying a home in Mountain View, as well as the scarcity of housing available in the city and the region. In addition to housing, the need for additional opportunities to shop and dine in Mountain View’s neighborhood centers ranks as a top concern for the city’s leaders and residents. Specifically, both stakeholders and city leadership view a thriving Downtown Mountain View as critical for economic vitality.

Concerns about Mountain View’s development process and code, including how to create flexible opportunities for new technology and uses (eg, life sciences), were prominent. Opportunities, such as engaging new customers, and challenges, such as investments required in Downtown’s character, were also cited. Additionally, retail vacancy and depreciation – especially Downtown were cited as a concern as well as the need to support the vitality and diversity of local entrepreneurship and small business (versus chain businesses).

The good news from a strategic perspective for economic development is that the issues that rank high for residents and developers rank equally high amongst local employers as important to their economic interests. Local employers broadly cite housing that is affordable to their workforce and employees income levels is the greatest concern.

Downtown and neighborhood retail, dining, and services are next in importance, along with access to and from these areas and major employment centers. The result is a cohesive set of economic and community interests, shared by major employers, small businesses, and local residents alike. The subsequent sections present those interests, including key findings from data analytics and stakeholder perspectives.

9 City of Mountain View | Economic Vitality Strategy
February 2024 | Mountain View in 2023 Section Three
Employment & Industry
Nearly 90,000 people worked at jobs located in Mountain View prior to the pandemic. Most workers commute into Mountain View from South Bay communities, but as a whole they come from all over the region – as far as San Francisco and the East Bay. Only 9% of all jobs based in Mountain View are held by Mountain View residents.

The largest industry by employment in Mountain View by far is the Information sector (Exhibit 2). Google is well known to be the largest employer, and the sector includes other globally known companies, such as Microsoft, LinkedIn, and many others. The Information sector represents nearly half of the city’s jobs (46%), followed by the closely related Professional & Scientific Services industry (20%), with companies such as Synopsis Inc., Wipro, and Fenwick and West, LLP. Together these sectors account for roughly two-thirds of all jobs in Mountain View. No other single sector represents more than 8% of the city’s remaining jobs.

The large share of jobs in Information and Professional Services can obscure the importance of the other sectors in Mountain View. Jobs in Construction, Retail, Arts, Accommodation & Food Service, and Education and Government are all critical to the city’s economic vitality, as well as quality of life for its residents. These sectors provide services, amenities and employment, and help meet the breadth of needs that are essential for a vibrant, balanced community.

The share of jobs in Information and Professional Services also reflects the recent growth in local jobs. Employers in the city added 34,500 jobs between 2010 and 2021, and in doing so the share of jobs in Information and Professional Exhibit 2. Mountain View Jobs by Industry Percentages,
2010 & 2021
Source: California Employment Development Department, 2022; CAI, 2022. 10 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
Strategic views on jobs in Mountain View generally fall into the following two categories:

1. Support and grow jobs within existing
industry strengths and new sector
opportunities.

2. Restore sectors hit hard by the
pandemic and nurture sectors that serve
the community.

Maintain strength in technology and professional services. Some business leaders express that the presence of Google and other major employers should be recognized aas important to the Mountain View economy. The City’s real estate leases to technology companies are of vital importance as they are a large source of the City’s General Fund revenue. Workers in technology shop and support local businesses. The talent based in these industries are a rich source of entrepreneurial and spinoff activity, from which the City has benefitted greatly and can continue to support.

Foster growth of smaller but established subsectors. These spinoffs of local tech companies show clear growth potential, with many interrelated technologies. Autonomous vehicles and their many niches (long-haul freight, local transit, last-mile deliveries and more) each warrant support for growth. Stakeholders cite potential for life science applications that build on local technology, supported by lower cost research and development (R&D) space, as well as companies focused on artificial intelligence and cloud-based networking technologies.

Stakeholders also want more business diversity overall. As disparities grow between tech and non-tech workers, stake- holders want to see more non-tech jobs in Mountain View.

Pandemic impacts and local services. The pandemic had many impacts on how jobs were done economy-wide, but it had a dispro- portionately greater direct impact on some industries than others.

Jobs in Retail, Restaurants & Hospitality, Arts & Entertainment, Manufacturing, Warehousing and Distribution all declined and have not returned to pre-pandemic levels. Local residents stress the importance of many of those sectors, along with Education and Neighborhood Services, to meet local employment needs, provide local services and improve the quality of life. These sectors require targeted strategies and raise important issues in the strategy, most notably housing, land use, and neighborhood development.

Local industry and services employment. While providing important jobs for local residents, some sectors face market challenges in Mountain View. For example, Manufacturing and Distribution, while not high rank- ing in total job count, play an important role in connecting the economy.

Light industrial land uses face significant pressure from other land uses, as well as worker retention issues. Stakeholders identify the need for low- cost R&D space, more non-hospital health offices, general office space, and more industrial space, along with better access and infrastructure.

11 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Land Use & Development
Zoning & Available Land
Citywide land use policies and regulations guide economic and community development patterns including location and in- tensity. In Mountain View, land use policy is closely intertwined with other concerns, most notably housing affordability, access to jobs, retail center health, and Downtown vibrancy.

Policies have a significant impact on costs to develop in Mountain View, but policies alone do not determine total costs. Many market factors influence development and resulting costs to occupy space, including land acquisition (with demolition and any environmental clean-up), cost of materials and labor, borrowing costs, expectations of returns on investments and soft costs, such as design and other entitlement costs. In other words, policy alone cannot address all issues. However, it can help strategically foster structure and guide other interventions.

Regarding land capacity devoted for businesses and employers of all types, light industrial was mentioned as limited in supply compared to the demand for new development. Many building types for employment uses were cited as being in short supply, most notably life sciences and more modern light industrial buildings (Exhibit 3). In most cases, in Mountain View, redevelopment is more likely to accommodate these investments.

Vacant land is scarce in Mountain View, as it is in most established cities.

The city has ample amounts of relatively older, low-density light industrial spaces. These spaces appear suitable for redevelopment consideration, and they can also be good spaces for new and smaller companies, with cheaper rents and fewer amenities that might otherwise drive up rents.

Research and development space and other office spaces com- bined account for 16% of the city’s land. These are primarily located in North Bayshore and east Whisman neighborhoods.

Stakeholders note that many startups in innovative sectors like Artificial Intelligence (AI), robotics, and even health are interested in Mountain View and being close to downtown. Finding space with appropriate zoning is challenging for those potential users.

Sources: CoStar, 2023; Community Attributes Inc., 2023.

Note: The property’s tenant has a Triple Net Lease (NNN) and is responsible for all expenses related to their occupancy of the building.

Exhibit 3. Industrial Rental Rates and Vacancy Rates, City of Mountain View, 2000 – 2023
Six percent of the City’s land is occupied by retail uses. There is no set norm for retail land share for cities; subsequent sections present more specific retail analysis. Retail clusters primarily run along El Camino Real, Castro Street, and the southwest corner of North Bayshore.

Residential uses account for the largest share (42%) of land in Mountain View. The central and southern portions of the city are largely occupied by single family residential uses. 12 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
The distribution of residential and employment-generating land uses across the city creates connectivity challenges, with major employment centers cut off from residential areas by rail and highway infrastructure. The City is addressing connectivity issues between North Bayshore and Downtown with the Castro Grade Separation and Transit Center Access Improvements and Shoreline Boulevard Corridor Study efforts.

Development Process
Stakeholders have much to say about desired improvements for securing the right to build new developments and accommodate business growth. Being perceived as a welcoming, reliable, and consistent city to work with is a competitive advantage in the region, and stakeholders believe Mountain View is missing an opportunity to set itself apart from its neighbors in this area.

Mountain View is not alone in this challenge. Most cities in the Bay Area are perceived to have use permit processes that move much more slowly than developers would prefer or can afford. Strategically, whichever city can improve this process in a tangible way would have a competitive advantage over its peers and neighbors to attract desired development. Currently, Sunnyvale, Santa Clara, and Fremont are all viewed as offering more transparency and flexibility in their development processes.

Stakeholders claim that many cities’ zoning codes have not kept up with modern business and industry demands. For instance, when a business is interested in leasing space, some zoning districts do not allow many uses as permitted, requiring the business to obtain a use permit. Developers suggest that the use permitting process, which requires a public hearing, has become lengthy and costly and there- fore untenable for most businesses apart from large tech companies.

Finally, parking requirements, in-lieu fees, and other costs related to permitting and entitlements also appear to be barriers for prospective or growing small-business owners. These costs can significantly increase the up-front capital required for a startup and become prohibitive for small business establishment or growth in Mountain View. Since the time of this analysis, the state of California has enacted legislation that does not allow requirements for parking minimums for new developments.

In 2021, the City took an important step to addressing
permitting concerns by conducting a comprehensive
assessment of its development review operations across
multiple departments and internal systems, including
process and procedures, technology, and development
review. The resulting study called for reforms to Community Development, Public Works, and Housing processes and
procedures to support development in Mountain View.

The Study includes both short-term strategies the City has already implemented and long-term recommendations to
address staffing, continuity, and streamlining of development.

The EVS will support reform and improvement efforts
underway and provide guidance for future implementation.

13 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Sources: U.S. Census American Community Survey 5-Year Estimates, 2022; Community Attributes Inc., 2023.

Exhibit 4. Income Level by Housing Tenure, Mountain View, 2015-2019
Housing
The high cost of housing in Mountain View is typically the first concern cited by business and community leaders. This is not exclusively a Mountain View challenge, of course, but as for all cities, Mountain View’s housing challenges come with locally rooted context and needs.

As presented in prior sections, from 2010 to 2021, there were eight times more jobs than housing units produced in the City, contrib- uting significantly to housing challenges. Mountain View’s residents have high household incomes. More than 60% of Mountain View households are high income (incomes greater than $199,000 or 120% of the Area Median Income, or AMI, which is $168,500 for the San Jose – Sunnyvale – Santa Clara HUD metro area)(as shown in Exhibit 4). Mountain View’s rental market differs from many other places, in that a greater share of renters are high earners.

Overall, 66% of all Mountain View households are not “cost burdened”*, which is slightly higher than in Santa Clara County (65%) and higher than California overall (59%), but lower than the US (69%). Renters in Mountain View are more likely to be cost burdened than homeowners in Mountain View, as is the case nationally. Mountain View has more renters than owners (60% of Mountain View households are renter occupied, compared to 43% of the Bay Area and California). As a result, the rising cost of the rental market in Mountain View is of particular concern.

In addition to a high-income housing market, housing production since 2015 in Mountain View fell short of the City’s most recent housing goals and state-mandated affordable housing allocations. The number of permits issued for housing units affordable to high-income households (those earning more than 120% AMI) were three times higher than the number allocated by the state. Permits were issued for only 24% of allocated units deemed by the state as affordable to very low- and low-income households below 80% AMI.
*Cost burden means when a household spends more than 30% of its income on rent and utilities.
14 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024

Mountain View is not alone in this challenge. Many high cost inputs into housing development push developers to set higher housing end prices; and many of these inputs are outside of the City’s control, such as the cost of labor, financing, and materials.

Employers and residents expressed an urgent need to address the housing price crisis. Current costs of housing challenge employers’ ability to attract talent amongst middle to lower wage occupations.

Consumer service industries cannot house their workers. On April 11, 2023 the City adopted an innovative, forward-looking new Housing Element for the period 2023-2031. The Housing Element was approved by the State Department of Housing and Community Development on May 26, 2023, one of the first in the Bay Area. The analysis is current, rigorous, and complete with strategies and recommenda- tions. The goals of the housing element align with economic vitality concerns of businesses and community leaders. With very little vacant land in the city, net new housing gains will require greater density.

Higher housing densities will support stakeholders’ other goals of a more vibrant downtown and bring more demand for local retail.

The City’s Housing Element plans to accommodate 11,135 housing units, with 4,370 units affordable to very low- and low-income households, (approximately 40%) of all new planned units. Within the City of Mountain View there are 3,765 housing units currently in the pipeline. For 2023, 372 units completed the entitlement phase, of which 240 are affordable. Also in 2023, 321 units received building permits, of which 210 are affordable. Of the housing units that were under construction through 2023, 1,116 received occupancy permits.

15 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Retail
Retail conditions citywide are of great concern for Mountain View civic and community leaders. Many perceive other cities in the region to be outperforming Mountain View, particularly in attracting and supporting experiential and higher end retailers.

Retail as an experience has continuously evolved. Independent “mom and pop” stores and main streets have faced challenges and competition for decades. Large format retailers and the continued expansion of online purchasing with home delivery have forced independent stores to compete on experience and a sense of place. Mountain View’s central location in Silicon Valley compounds these challenges. Mountain View residents have many places in neighboring cities to choose from for shopping within a short drive from home.

Retail data analysis suggests that in aggregate, across all retail segments, Mountain View retailers generally produce the total sales volume expected for a city its size and location in the South Bay. Total taxable retail sales per capita for consumer retail in Mountain View generally match regional trends. However, the aggregate view masks specific niches that outperform and present opportunities.

In fact, Mountain View’s per capita retail spending within the food services and drinking places sectors far exceeds the regional trade area (defined as a 25 minute drivetime from Mountain View), while spending within the clothing and clothing accessories industry is well below the regional average.

Moreover, when the analysis considers the daytime population (Exhibit 6) in Mountain View (factoring in workers coming in from elsewhere), the findings present unrealized upside opportunities for additional potential retail spending (Exhibit 5). Retail leakage means that residents are spending more for products than local businesses capture.

Sources: ESRI Business Analyst, 2022; California Department of Finance, 2022; California Department of Tax and Fee Administration, 2022; CAI, 2022.

Exhibit 5. Spending Per Capita and Potential Surplus or Leakage by Industry, Mountain View, 2021 Per Capita Spending
Industry Mountain View Regional Trade Area Leakage
Daytime Population
Motor Vehicle and Parts Dealers $1,100 $2,240 ($94,765,900) Clothing and Clothing Accessories Stores $270 $960 ($57,385,300) Building Material, Garden Equipment, and Supply Dealers $340 $980 ($53,201,900) Gasoline Stations $710 $930 ($18,288,200)
Home Furnishings and Appliance Stores $630 $850 ($18,288,200) Food and Beverage Stores $660 $660 $0
General Merchandise Stores $1,660 $1,240 $34,913,800
Food Services and Drinking Places $3,410 $2,210 $99,753,600 Exhibit 5. Spending Per Capita and Potential Surplus or Leakage by Industry, Mountain View, 2021 16 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
Mountain View’s per capita retail spending is higher than the re- gional trade area per capita spending for the resident population.

Per capita sales in Mountain View fall short of the regional trade area by $1,600 per person if full daytime population is considered.

Potential retail spending by the daytime population suggests Mountain View may be able to support much more retail space, depending on some portion of Mountain View workers returning to the office and retailers attracting spending from those trips.

Retail space across the regional trade area is concentrated in Mountain View, San Jose, Santa Clara, Milpitas, Sunnyvale, Palo Alto, Redwood City, Cupertino, and Menlo Park. Together these nine cities contain more than 80% of retail space across the regional trade area.

Neighborhood-serving retail is an essential part of Mountain View’s economic vitality and is supported in part by a high daytime population density as shown in Exhibit 6. Not only is retaining and attracting local retail and restaurant establishments valued highly by community members as a desired asset, but it is also a significant part of a larger strategy to revitalize and realize visions for community development. Stakeholders suggest enabling food and retail throughout the city, which can contribute to the city’s overall walkability, particularly if it is aligned with efforts to increase cir- culation between village centers and other parts of the city and creating satellite locations for community services (such as libraries or childcare).

Stakeholders perceive that the City is reluctant to locate food and beverage uses in retail areas, or that the City is seeking other retail types / uses that may not have market support. While there is broad interest in the type of high-end shopping experience that is offered at Santana Row in San Jose, real estate professionals who provided input to the EVS be- lieve that these comparisons are not realistic. Some stakeholders call for creativity from the City in filling vacant spaces rather than maintaining zoning and parking requirements and other development standards that prohibit businesses from signing leases. In other cases, management of commercial centers may have non-compete options in leases that might keep out tenants that otherwise would expand offerings to shoppers.

Sources: ESRI Business Analyst, 2022; California Department of Finance, 2022; California Department of Tax and Fee Administration, 2022; CAI, 2022.

Exhibit 6. Daytime Population Density, Mountain View &
Surrounding Cities, 2021
To realize hopes for desired retail, the City may be required to adapt adopted development regulations and adjust policies and procedures surrounding land use and development. Stakeholders indicate that the City’s ability to update its policies, regulations, and processes will determine its future industry opportunities. They urge the City to look at and stress test its zoning and building codes, particularly for office uses, at-home/hybrid work, housing, retail, and industry. 17 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Exhibit 7. Retail Vacancy Rate, Mountain View and
Downtown, 2006 - 2023
Source: CoStar, 2022; CAI, 2022.

Downtown Mountain View
Downtown is a clear asset for Mountain View. Anchored by the Center for Performing Arts and civic uses to the south and mass transit connections to the north, Downtown has “good bones”, which make it easy to envision a more thriving Downtown Mountain View. During the pandemic, the City supported Downtown restaurants and businesses, closing Castro Street to vehicles, and allowing long-term use of the street for outdoor dining and gathering areas. Businesses and residents embraced this new experience, which has since been made permanent with the adoption of the Castro Street Pedestrian Mall and supported by City investments. The Castro Street Pedestrian Mall has identified interim improvements focused on enhanced safety, aesthetics and social engagement. Improvements for the permenant pedestrian mall are envisioned to occur after new funding is identfied.

There are, however, challenges facing Downtown. Downtown Mountain View retail vacancy rates are nearly double Mountain View’s citywide average, which ranks high among the cocerns of local leaders and stakeholders. The vacancies detract from the experience of shopping and dining Downtown.

18 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
Stakeholders identfied Downtown parking as a problem for visitors and business owners, and there is a lack of consensus amongst business leaders, building owners, prospective developers, and City leadership as to the solutions. The costs associated with parking (specifically in-lieu fees) were noted by stakeholders as a significant issue for businesses considering a downtown location¹. The State of California has since enacted legislation rescinding parking require- ments for new developments within a quarter mile of transit.

Other factors challenging a thriving Downtown include the absence of daytime population from large employers, compared to pre-pan- demic customer traffic. When Google and tech companies refer to a “return to office” they may actually be referring to a perpetual hybrid work style, accommodating work from home two to three days per week. This means that for the foreseeable future, these companies’ contribution to daytime population could be only half of what it was pre-pandemic. While Mountain View retailers cannot count on tech companies’ return to the office restoring pre-pandemic levels of daytime and evening customers, there is still significant additional foot traffic potential from the workers that do return.

Another challenge is the size, configuration, and condition of retail spaces in Downtown. Stakeholders noted the large size of many retail spaces in Mountain View, upwards of 3,000 feet or more. Most retail businesses want 1,000 to 1,500 feet. Large retailers that usually fill larger spaces have not shown much interest in them. Necessary modifications to these spaces are often cost prohibitive to small and/ or new businesses and property owners. These modifications may also be complicated by historic district designations. Stakeholders report that these historic buildings often sit vacant the longest.

Many stakeholders and City leaders are pursuing creative ideas to fill empty spaces. Stakeholders would like to see more food and beverage uses (not just in downtown, but also in shopping centers like the San Antonio Center). They also urge the City to consider a broader mix of uses in Downtown, including more offices, especially on upper floors. Downtown would also benefit from improved wayfinding and access, in particular from the freeway. ¹ Interviews were conducted prior to the implementation of Assembly Bill 2097, which rescinded requirments for parking minimums or in-lieu fees for new develomepnt. 19 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Opportunities & Challenges
The preceding sections present an overview of Mountain
View’s context and many strengths and challenges. But with challenges come opportunities – which provide the foun- dations for the goals and strategies in this document.

Mountain View has an opportunity to prioritize community development and quality of life in its economic vitality planning. Some suggest it is es- sential for Mountain View to continue its attractiveness as a good place to live, work, and visit. The high cost of housing ranks very high in the list of concerns, as it challenges the ability to attract talent amongst middle to lower wage occupations. Stakeholders also suggest that community identity and development need to be a central part of economic strate- gies. Community and economic development are mutually reinforcing; economic development (more and better jobs, wages, private invest- ment) feels like a secondary priority to housing to some when it should be foundational to addressing housing inequality and homelessness.

Continuing to support major technology companies remains an essential part of advancing Mountain View’s economic vitality.

Google, Microsoft, LinkedIn and other companies are cornerstones of Mountain View’s employment base. Their employees and their visitors (business travelers) patronize local businesses; some of their workers live in the community and are a vibrant talent base. Despite recent layoffs across tech sectors, stakeholders believe that strategies should increase access to tech jobs as well as diversify the portfolio of available occupations for residents of all education levels.

Stakeholders also see room for more diversity within technology. As the tech industry enters the era of second- and third-generation companies, some worry that the tech anchors in Mountain View are no longer a draw for young and emerging talent and startups. Stakeholders suggest that more flexible zoning and financial and technical support from the City are two potential solutions to barriers in bringing entrepreneurs back to Mountain View.

20 Economic Vitality Strategy | City of Mountain View
Section Three Mountain View in 2023 | February 2024
Vacancies downtown and in other commercial areas could be addressed through recruiting other business types. Stakeholders view the pandemic as an opportunity for the City to consider what the future of work looks like – and to adjust its land use regulations and local economy strategies accordingly.

There are several non-retail uses that real estate professionals brought up as being in high demand in Silicon Valley but which Mountain View is not currently able to accommodate. They include low-cost R&D, non-hospital health offices, general office space, artificial intelligence (AI) development, industrial space, life sciences, wet labs, medical devices, and biotech. Mountain View may be a high-opportunity market for health care, in particular, because of the well-educated, typically more health-conscious, daytime worker population. However, hybrid work models have a trickle-down effect on many health institutions and related businesses; many of these uses prefer to locate in areas where people work, and providers note they will be paying close attention to where office workers end up and where residents choose to access care. Parking and transportation are also important considerations that health companies will evaluate when locating their businesses.

Downtown remains a major opportunity for Mountain View, and participants in this project believe that Downtown Mountain View has the potential to be one of the best in the region. Stakeholders generally support the closing of Castro Street and believe addi- tional programming, wayfinding, and placemaking efforts would be effective avenues for City and private investment and action.

21 City of Mountain View | Economic Vitality Strategy February 2024 | Mountain View in 2023 Section Three
Fortunately, big employers want the same thing for Mountain View as community-minded leaders do. Affordable housing, connected neighborhoods, a diversity of transportation options, better access to businesses and recreation assets north of Highway 101. All of these ojbectives rank high for employers, as well as for small businesses and neighborhood or resident stakeholders. For the small businesses, the City needs a coordinated strategy to support the businesses and industries that may be overshadowed by tech giants. The pandemic illuminated dis- parities that have been building for decades across the country, including in Mountain View. Stakeholders unanimously agree that the City needs to have a strategy in place to support those left behind in the tech boom – small businesses, brick and mortar retailers, and historically underrepresented groups.

Stakeholders want an actionable strategy with a clear path to im- plementation and accountability. Interviewees are largely aware of plans and studies within economic development and want to see an Economic Vitality Strategy that builds upon those efforts. Mountain View has many community and economic assets and institutions.

These partners need to be leveraged and engaged in this plan.

The following section lays out five (5) primary goal areas around which the City of Mountain View will focus its economic future, and 25 strategies, with 164 actions that have been crafted to achieve them. The Strategies and actions are where the rubber hits the road for economic prosperity and vitality in Mountain View going forward. They’re based on all the input received from residents, workers, owners, and experts across the city and region. They are the pillars upon which Mountain View will build its vision for economic vitality into the next decade.

Section 4: Goals, Strategies & Actions
Section 2: Vision
Section 1: Introduction
Appendices
Section 3: Mountain View in 2023
23 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four

GOALS, STRATEGIES & ACTIONS
The Economic Vitality Strategy (EVS) includes the following Goals, Strategies, and Actions. All are derived from analysis presented in the companion Landscape Assessment; local and regional community and business lead- ers’ recommendations; and collaboration with City Council and City staff. The Goals and Strategies present a clear framework for Actions. The Actions include initiatives that the City may wish to lead, partner with local leaders, or seek independent leadership from local partners. All Actions are specific and implementable, but each may also warrant further consideration and deliberation before moving forward. Thus they are characterized as “Action Opportunities” in the following sections.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
24 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 25 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four Actions are where the rubber hits
the road in this plan. Specific, imple-
mentable tactical opportunities are
highlighted and organized
numerically by Timing.

Immediate - less than 1 year
Short-Term - 1 to 2 years
Mid-Term - 3 to 5 years
Long-Term - more than 5 years
Estimated cost less than $10,000
Estimated cost between $10,000 and $50,000
Estimated cost more than $50,000
Timing icons correspond to the
listing of Actions in ascending
order of implementation:

The following section presents the Strategies and Actions at the heart of this plan for achieving equitable economic development in the City of Mountain View. The plan contains 5 Goal Areas around which the Strategies and Actions are organized. Color-coding and individual icons distinguish each Goal Area section.

Individual Strategies correspond to each Goal Area with like colors and numbering. Each Strategy represents one cohesive approach to achieving a Goal and consists of several specific, mutually supportive Actions.

Insets (not shown) provide case studies, Mountain View success stories, or exhibits supportive of Strategies and Actions.

Narrative Overview provide context
describing the importance and cir-
cumstances of each Strategy.

Budget icons indicate relative cost
levels for implementation
of individual Actions.

Equity Icons ( ) highlight Actions
that represent specific steps the City
and its partners can take to improve
equitable economic outcomes in
Mountain View.

Section Organization
!
26 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Differentiate the character, mix of uses, and visual ap- peal of Mountain View’s mixed use centers to shoppers, visitors, and quality retailers.

ACTION 1A.1 Develop a visual merchandising window display program to aid small businesses in improving their brand and visual appeal.

ACTION 1A.3 Identify business districts and engage Mountain View business owners in evaluating the feasibility of creating a business improvement district (BID) to maintain cleanliness and safety, as well as advertising, promotion, special events, or other activities that promote Mountain View. (See Boulder’s Pearl Street Pedestrian Mall, following page) ACTION 1A.4 Streamline, update current City regulations to create standards for activating ground floor windows when buildings are vacant or temporarily vacant due to construction.

Mountain View’s mixed-use centers, including Downtown, Moffett Boulevard, San Antonio, the El Camino corridor and nodes, and others, are the city’s most important community assets for gathering, shopping, and events. Investments in that experience are required to keep these critical areas competitive with other centers in the region and establish a unique character and feel. This strategy offers opportunities to enhance residents’ and visitors’ experience.

ACTION 1A.2 Consider including in the Public Art Strategy utilization of public spaces, including micro-spaces and pocket parks, to showcase works of public art by local and regional artists.

ACTION OPPORTUNITIES
Strategy 1A: Differentiate the Centers
ACTION 1A.5 Study the funding and creation of a rotating design services loan fund that would support façade changes and American with Disability Access (ADA) improvements.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
!
27 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 1A.7 Enable sidewalk-serving retail
service transactions such as exterior window ordering and pick up outside the building.

ACTION 1A.8 Consider statewide tools like State- wide Community Infrastructure Program (SCIP) or Enhanced Infrastructure Financing Districts (EIFD) to finance public realm improvements.

ACTION 1A.6 Explore adding a citywide live
entertainment ordinance that supports busking and other outdoor live entertainment, complying with established
decibel levels.

ACTION 1A.9 Explore placemaking through
public and private realm improvements including street
furniture, lighting, landscaping, tree canopy, public art, and signage (ex. Corridors like San Antonio, El Camino, Moffett).

Encourage a distinctive look and feel for the public and private realm in commercial and neighborhood centers
throughout the city to differentiate them.

What We Heard...
“Mountain View is the best location on the
peninsula, no questions asked. It can draw
from San Francisco and San Jose. Because of
Google, and entrepreneurs wanting to be close
to talent, MV will always be high on the list of
where they want to start their companies.

Having a hotel downtown would be big.

We need to adapt quicker to what people
are asking for. ”
GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
28 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Boulder’s Pearl Street Pedestrian Mall Source: Flickr: Kent Kanouse. Creative Commons License, 2024. .
29 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four Boulder Pearl Street Pedestrian Mall
The Pearl Street Mall in Boulder, Colorado is a
pedestrian mall in the heart of downtown
Boulder.

Overseen by the Downtown Boulder Partnership,
it includes more than 1,000 businesses that center
on an eleven-block stretch of Pearl Street and
radiates to perpendicular and parallel corridors.

These businesses include a number of dining,
shopping, and entertainment options, and the
Partnership organizes community events like live
music and holiday celebrations. Pearl Street and
its restaurants have been hailed by food
critics and publications as a fine dining destination
known for quality, local ingredients,
and innovating chefs.

The Partnership also serves as the administrator
of the area’s Business Improvement District (BID),
which encompasses 49 blocks. The district puts
tax revenue toward public safety, streetscaping,
and programming.
30 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Accelerate transition of Mountain View toward
increased walkability and convenient, multimodal access to daily goods and services.

ACTION 1B.1 Support neighborhood-serving businesses that are walkable and offer goods and services.

ACTION 1B.3 Improve parking permit program communications by deploying web based application for the various parking permit programs the city manages.

Residents and visitors are more likely to patronize Mountain View businesses if they are accessible across a variety of transpor- tation options. Whether people come by foot, bike, train or car, ease of access is critical. Mountain View has an opportunity – and planning underway – to focus on transportation infrastructure, signage and wayfinding, and other improvements that connect residents and workers with Mountain View businesses. A key task for the City will be to coordinate and communicate various departments’ mutual- ly supportive efforts around transportation and connectivity improvements.

ACTION 1B.2 Map and add wayfinding for safe walking and biking routes from different parts of the city to Downtown, including from Rengstorff Park, San Antonio Plaza, Cuesta Park, and others.

ACTION OPPORTUNITIES
Strategy 1B: Multimodal Access
ACTION 1B.5 Consider reinvesting parking revenue into enhancing bike and pedestrian access networks and facilities, including additional bike rack locations and bikeway improvements.

ACTION 1B.4 Implement parking wayfinding systems to re-direct vehicles to open spaces at peak times within business districts.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
31 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 1B.7 Evaluate reducing or eliminating
parking requirements or allowing shared parking with principal uses (for example office or residential) for small
neighborhood serving uses in mixed-use development to in- crease the feasibility of providing such uses.

ACTION 1B.6 Explore how to increase the
Community Shuttle frequency, range, and visibility.

ACTION 1B.8 Limit new curb cuts and aim
to remove overly redundant curb cuts with any future
redevelopment along public right of way within neighborhood commercial zones and village centers.

Santa Monica City-Owned
Parking Garages
The city of Santa Monica owns and operates
11 parking garages, 5 surface parking lots in
the city, and 6 beach zone surface lots.

Together, these options offer reasonable
pricing for parking all over Santa Monica,
securing reasonable access to the beach,
the pier, the library, the civic center,
downtown, main street, and mid-city for
those coming via car. By consolidating
parking into specific, targeted areas, Santa
Monica reduces the need for on-street
parking, creates a more walkable
environment, and leaves more space
for pedestrian-oriented development.

Santa Monica Parking Wayfinding Signage
Source: Selbert Perkins Design, Commons License, 2024.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
32 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Address vacancy in Mountain View and encourage flexible, measured, and diverse growth.

Persistent, long-term vacancies are a challenge for some of Mountain View’s mixed use centers, including Downtown. These vacancies detract from the quality of the pedestrian environment and prevent Mountain View from reaching its full potential.

A consistent approach to reducing prolonged vacancies would help keep these areas safe, accessible, and fun for all, while broadening the range of goods and services available to residents and visitors.

ACTION OPPORTUNITIES
Strategy 1C: Vacancy
ACTION 1C.3 Create incentives (such as tax sharing, reduced licensing, or others) for building owners to fill vacancies in street facing storefronts or create temporary activations.

ACTION 1C.4 Match vacant storefronts with growing local home-based or shared-space businesses to transition them to brick-and-mortar workplaces.

ACTION 1C.2 Adopt requirements to activate windows for any vacant uses in Mountain View; set objective standards for the type of activation and appearance.

ACTION 1C.1 Identify funding sources to provide matching grants to property owners for storefront buildout or alterations with signed tenants.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
!
33 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 1C.6 Explore the viability of a vacant property ordinance or vacancy registry, tax, or other means to incentivize action by landlords with long-term vacancies in ground-floor, street facing properties. (Read more on San Francisco’s Commercial Vacancy Tax Ordinance on following page.) ACTION 1C.7 Pursue business retention visits and attraction initiatives for local and small businesses, such as hosting broker visits and site selection meetings and engaging with local maker entreprenuers.

ACTION 1C.8 Engage property owners to activate vacant space with temporary storefront uses, pop-up installations, food carts, and performing arts (ex. Village at San Antonio, Rengstorff Plaza, Moffett Plaza).

ACTION 1C.5 Consider increasing allowable densities and mix of uses and ensure that development regulations allow and encourage residential and commercial office uses and the desired range of retail sizes and configurations.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
34 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Vacant Storefront in San Francisco California Source: MichaelVi - stock.adobe.com .

35 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four San Francisco’s Commercial Vacancy Tax Ordinance
San Francisco’s Commercial Vacancy Tax Ordinance went into effect in January 2022 following wide support by voters and an implementation delay due to the COVID-19 pandemic. The purpose of the ordi- nance is to revitalize commercial corridors, alleviate long-term retail vacancies, and stabilize commercial rents. It applies to ground floor and street-facing commercial properties within San Francisco’s Named Neighborhood Commercial Districts (NCDs) or Named Neighborhood Commercial Transit Districts (NCTs), which include some of the city’s primary commercial corridors including Broadway, Haight, Polk, Inner Clement, Mission, Fillmore, Valencia, and Divisadero. It does not include downtown.

A property is considered vacant if it is unoccupied, uninhabited, or unused for more than 182 non-con- secutive days in a tax year. There are limited exceptions for properties undergoingpermitting or that were recently damaged. The tax rate depends on the length of the street frontage and the number of consecutive vacant years. Liable owners and lessees will owe $250 per linear foot of frontage for the first year of vacancy, $500 per linear foot following two years of vacancy, and $1,000 per linear foot af- ter three or more consecutive years of vacancy. Revenue generated under the ordinance are put in the Small Business Assistance Fund and used to assist small businesses in the city.

In its first year, 74 of approximately 2,800 properties subject to the tax paid the tax, or 2.6%. The total number of vacant properties is contingent upon self-reporting by property owners and is not audit- ed by the City. The tax generated $667,847 in its first year is on the low end of the City’s projection of $300,000 to $5 million in anticipated annual revenue. The City believes it will take three years to achieve 36 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 S upport ease of division or modification of existing
retail spaces to maximize adaptability to market shifts.

ACTION 1D.1 Explor e an informal liaison within City Hall for landlords and tenants proposing space subdivision, modification, or upgrade projects to move through permitting more quickly.

Making retail spaces in Mountain View’s mixed-use centers more flexible would go a long way to improving visitors’ and residents’ experience of these areas. Flexible spaces are adaptable to different uses of varying scales. As market conditions change, the inventory of built space in mixed use centers will be able to accommodate tenants with market support. Ultimately, this reduces vacancy, improves resiliency, and increases vibrancy.

ACTION 1D.2 D evelop a business tool kit, in partnership with the Chamber of Commerce, for posting to the City’s website, that will assist retail businesses in understanding permitting processes including information on financing improvements, modifications, and subdivisions.

ACTION OPPORTUNITIES
Strategy 1D: Flexible Retail
“Think creatively about getting different uses into retail spaces. Most are large spaces.

People want 1,000-1,500 sq ft of retail, but the buildings are 3,000 sf or more. ” What We Heard...

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
37 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 1D.3 Identify pro bono support or provide financial support to connect owners, tenants, and subdivid- ers to design services and consulting. Pro bono support might include university students or professional associations.

ACTION 1D.4 When updating Precise Plans, allow for limited non-retail uses as permitted uses along with mass- ing, scale and other design guidance that support placemaking within small business districts in Mountain View.

ACTION 1D.5 Contract with a specialty retail consultancy to help identify and recruit specific retail niches into Mountain View business centers.

Gallery 5 Gift Shop, Tokyo Opera House utilizes a flexible shelving configuration on steel rails to create a moveable, adaptible retail space.

Source: FRAME, Retail, January 18, 2023.

GOAL 1: ESTABLISH CENTERS THROUGHOUT MOUNTAIN VIEW
AS COMMERCIAL HUBS AND COMMUNITY GATHERING PLACES.
38 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Develop an updated Precise Plan to differentiate
Downtown and maximize its appeal and drawing power in the city and region.

ACTION 2A.1 E ngage with existing restaurants and businesses in Downtown to support their retention and minimize displacement resulting from redevelopment.

ACTION 2A.3 Develop absorption targets for commercial and residential growth in the update to the Downtown Precise Plan. (Absorption represents the demand for a type of real estate product contrasted with the supply over a given time period)
ACTION 2A.4 Develop absorption targets for commercial and residential growth in the update to the Moffett Blvd. Precise Plan.

People want to come to Downtown Mountain View for shopping, dining and experiences not found in other commercial and civic centers or Downtowns. Investments in that experience are required to keep Downtown competitive with other shopping options and establish a distinctive character. This strategy offers opportunities to enhance the Downtown experience and further differentiate its unique character and offerings.

ACTION 2A.2 S upport the existing Council-adopted Downtown Parking Strategy that calls for updated parking standards and requirements in the Downtown Precise Plan, including new reduced minimum parking requirements that reflect current market demand, and TDM or shared parking credits.

ACTION OPPORTUNITIES
GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

Strategy 2A: Update the Precise Plan
$$
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$$
$
$$$
ACTION 2A.5 Conduct a retail demand survey of residents to help inform efforts to recruit small or mid-size businesses to the Downtown core.
39 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 2A.7 Consider more flexible zoning and
incentives in and around Downtown to encourage innovative sectors and businesses to locate in and close to Downtown.

ACTION 2A.8 Consider partnering with private
sector and / or non-profit organizations to explore the feasi- bility of an innovation hub campus, including a City-sponsored or affiliated maker space, potentially utilizing vacant Downtown space as a pilot.

ACTION 2A.6 Identify partnerships and pro-
gramming opportunities to activate vacant spaces, with a focus on arts, culture, and entertainment that complements existing restaurant and retail uses.

GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT. $$
$$
$
40 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Improve connections between Downtown
and other major Mountain View employment centers.

ACTION 2B.1 Per the existing Council adopted Downtown Parking Strategy, support the improvement of wayfind- ing for non-vehicular traffic between employment centers, commercial nodes, public transportation stops, and Downtown.

ACTION 2B.3 Strengthen signage and wayfinding on Central Expressway to direct vehicles into Downtown.

ACTION 2B.4 Work with major employers to create and distribute recommended transit, walking, or biking routes that incorporate bike lanes, trails, transit, and businesses.

Unrealized Downtown market opportunity exists with the city’s daytime population (people in the city during the day, regardless of where they live). A large amount of that daytime population works in the city’s major tech centers.

Restaurants in Downtown Mountain View face stiff competition from cafeterias and gathering places within those areas, including within the employers’ buildings and campuses. This strategy focuses on making it easier for this daytime population to come into Downtown during their workdays.

ACTION 2B.2 Work with Mountain View Community Shuttle to reduce headway times and add more direct services during peak hours to and from Downtown to Google’s campus and other major employment centers.

ACTION OPPORTUNITIES
GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

Strategy 2B: Better Connect Downtown
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$$
$$
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$
ACTION 2B.5 Consider a Passport to Downtown program that highlights existing businesses, restaurants, and events; work with the Chamber, Downtown Business Association, and employers to promote it with residents, visitors, and workers.
41 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

Expand cultural and civic activities in Downtown.

Beyond its role as an economic and job center, many stakeholders and residents look to Downtown Mountain View as the hub of civic connection and cultural celebration within the city. Arts, culture, and civic activities are a powerful placemaking and quality of life driver. Actions within this strategy examine opportunities for the City to acknowledge and celebrate the culture and creativity that Mountain View offers to the region. The City already programs a vast array of events at the Civic Center Plaza including concerts, a Multicultural festival, and a winder holiday tree lighting ceremony.

ACTION OPPORTUNITIES
Strategy 2C: Celebrate Creativity
ACTION 2C.2 Work with regional art galleries, museums, and individuals to encourage permanent or temporary art installations or programming in Downtown, including within vacant spaces. $
$$ACTION 2C.5 Mine local employers, unions, and employee associations in tech and other industries for trade festival or fair opportunities, including competitions.

ACTION 2C.4 Work with cultural organizations to host additional holiday celebrations and festivals in Downtown.
$$
ACTION 2C.3 Identify opportunities for pop-up events or temporary uses in vacant spaces, particularly in partnership with cultural organizations and entrepreneurial-focused organizations like Hacker Dojo, a non-profit working space for engineers, artists, scientists, activists, and other tech entrepreneurs. $$
ACTION 2C.1 Work with local arts and cultural groups to identify and promote entertainment and civic uses that build upon established cultural, entertainment, and civic uses in Downtown. $
ACTION 2C.6 Partner with regional or local tourism and restaurant groups to host events like Restaurant Week or Cocktail Week in Downtown.
$
42 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Support the Council-adopted Downtown Parking
Strategy’s efforts to improve the management, supply, access, and regulation of parking benefiting Downtown businesses, visitors, and workers.

Mountain View’s 2021 Downtown Parking Strategy laid out 18 strategies and 82 individual actions across four topical areas – management, supply, access and mobility, and zoning and regulation – for a broad geographic area encompassing the Downtown Parking District and the Downtown Precise Plan boundaries. The Downtown Parking Strategy seeks to address persistent parking challenges with a complete overhaul of policies and tools to manage parking resources. A num- ber of interventions are particularly relevant to a vibrant Downtown economy, and the actions below seek mutual support by identifying and highlighting areas of critical overlap.

ACTION OPPORTUNITIES
GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

Strategy 2D: Improve Parking Downtown
ACTION 2D.1 Support the resumption and expansion of valet parking service for Downtown businesses.$ ACTION 2D.2 Support transparent parking enforcement with clear communication, real time data, and dynamic curb management.
$
ACTION 2D.3 Conduct outreach to Downtown businesses to spur participation and representation in a Parking Benefit District (PBD) oversight committee. $
ACTION 2D.4 Partner with other City departments, state agencies, and local employers to offer multimodal incentives for employees and customers.
$$$
43 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

ACTION 2D.5 As recommended in the approved
Downtown Park Strategy, implement parking solutions like dy- namic (demand-based) pricing in public parking spots in mixed use centers during peak hours.
$$$
ACTION 2D.8 Work with business and building
owners to identify easement opportunities to expand public access to existing off-street private parking for employees and customers.
$$
ACTION 2D.9 Support the expansion
of bicycle parking facilities and additional new bike facilities within Downtown.
$$
ACTION 2D.6 Consider a small business employee
access program that offers reduced parking permit fees and/ or incentivized use of transit, micro-mobility options, and carpooling.
$$
ACTION 2D.7 Update and simplify systems
and signage to ease navigation and ease use of parking. $$

44 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Create an authentic and unique sense of place
in and exprience of Downtown Mountain View.

A key driver of a successful and vibrant Downtown that attracts new business activity and mobile talent to want to live and work in Mountain View is an authentic and unique sense of place. With the numerous, related efforts underway to improve structural elements of Downtown’s parking, Transit Center, pedestrian mall, and overall land use and development environment, Mountain View must maintain a keen focus on opportunities to create a compelling and authentic experience in its Downtown.

ACTION OPPORTUNITIES
GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

Strategy 2E: Unique Experiences Downtown
ACTION 2E.1 Support and leverage Castro Street Pedestrian Mall improvements – including pavement
enhancement, a new central walkway, sidewalk and patio
license enhancements, and cleanup of City furnishings and storm drains – to boost unique Downtown programming in the public and public-private realms.

ACTION 2E.2 Support grassroots community
programming ideas and implementation at Civic Center Plaza through grants or in-kind assistance to applicants including private citizens and local businesses.
$$
$$
Castro Street Interim Pedestrian Mall Improvements, 2023-2024.

Source: City of Mountain View, 2024.
45 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 2: REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING, AND SOCIAL ENGAGEMENT.

ACTION 2E.4 Continue to enhance
and program public gathering spaces in Downtown Mountain View that make people feel welcome, such as a playground or interactive water feature, inviting street musicians, re-commencing and expanding Taste of Mountain View, and / or facilitating open houses at Downtown startup spaces. $$
ACTION 2E.3 Build on the success of Mountain
View’s Farmer’s Market, Music on Castro, KidStock, and other Downtown experiences to create more regularly occurring public events that showcase Downtown businesses.
$$
City of Mountain View KidStock, Summer 2019.

Source: City of Mountain View Recreation Division, 2024.

46 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Develop targeted, highly effective business
retention and expansion assistance.

Mountain View is home to many successful companies, large and small. Keeping those companies in Mountain View—and giving them a path to grow and scale locally, should be a priority.

ACTION OPPORTUNITIES
Strategy 3A: Business Retention & Expansion
ACTION 3A.1 Maintain a database to identify local businesses the City visits and track progress in meeting their needs.! $ ACTION 3A.2 Expand collaboration opportunities with the Mountain View Chamber of Commerce and Downtown Business Association, such as partnering with the Chamber to collaborate on retention visits and business engagement. ! $
! $ACTION 3A.3 Engage and follow up with key businesses to coordinate, consult and offer technical assistance and a small business program for retention or expansion.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

47 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ! $ACTION 3A.4 Collaborate with existing and new partners on periodic events to connect the business community to City permitting and license assistance, and real estate, financing and workforce resources. ! $ACTION 3A.5 Clarify the City’s procurement processes and market contracting and purchasing opportunities to local businesses.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

ACTION 3A.8 Consider developing a program where fast-scaling businesses can pay a premium, linked to the num- ber of employees, for faster building permit processing associated with tenant improvements and tooling installation. $$
ACTION 3A.9 Explore a City financing plan for commercial linkage fees owed by small businesses or property owners looking to expand.
$$
ACTION 3A.6 Evaluate, refine, and expand current marketing materials and business development tools, includ- ing financial and technical resources, and make these broadly accessible on the City’s website in multiple languages represen- tative of the community.
$
ACTION 3A.7 Consider development of a business appreciation program focused on retention of companies cur- rently headquartered in Mountain View.
$
ACTION 3A.10 Implement a land management system that allows for better tracking of property, tenants, and per- mits and is accessible across departments and interactive with existing software systems. $$$
48 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Support employers’ needs for a diverse workforce
and make Mountain View and its business community champions for equity and shared prosperity.

By affirming the City’s and its employers’ commitment to economic equity and shared prosperity, Mountain View can continue to systematically dismantle barriers and expand opportunities for underrepresented groups and communities of color. Visible, measurable action will support equitable growth in quality jobs, entrepreneurship, ownership, and wealth in Mountain View. To do this, the City can tailor its own policies, facilitate communication, and reinforce accountability for local employers to continually improve awareness, assistance, hiring, and retention.

ACTION OPPORTUNITIES
Strategy 3B: Equity & Shared Prosperity
ACTION 3B.1 Offer economic development policies and programs to the diverse cultural identities of Mountain View’s small business base and translate materials and outreach into Mountain View’s primary languages. ! $
ACTION 3B.2 Leverage NOVAWorks’ existing partnerships with K-12, Higher Education, and local Community Based Organizations to develop training programs that cater to the unique needs of underrepresented groups. $
$ACTION 3B.4 Encourage and support the creation of a roundtable forum for major employers in Mountain View and across Silicon Valley to share policies and best practices in diversity, equity, and inclusion (DEI). $ACTION 3B.3 Identify, inventory, and engage industry associations attached to target sectors, such as Biocom California and California Life Sciences, to maintain a cutting edge understanding of available workforce resources and diversity initiatives.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP. 49 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

ACTION 3B.5 In collaboration with workforce
development agencies and other partners, such as Science From Scientists, monitor and increase participation of under- represented groups in skills training and workforce develop- ment or education programs, especially in STEM (Science, Technology, Engineering and Math)-related fields, and share out prospects with local employers.
$
ACTION 3B.6 Collaborate with leading work-
force development and business agencies, specifically NOVA- Works, SBDC, ReWork the Bay, and SCORE, and educational institutions, like Foothill College and DeAnza College, to link both businesses and workers in target sectors to program- matic support, including local training opportunities and ca- reer pathway assistance.

ACTION 3B.7 Support NOVAWorks in expanding
its collaboration with educational institutions for targeted curriculum development based on new industry development in target sectors and niche industries as they emerge,
especially in technology and green job sectors.
$
Mountain View’s Annual Technology Showcase.

Source: Mountain View Chamber of Commerce, 2022.
$
50 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Identify and cultivate new niches within advanced
industries and grow and diversify other, established sectors.

Mountain View is home to globally competitive companies across several R&D-focused, STEM-intensive “advanced” industries, including Google, LinkedIn, and Intuit. Advanced industries have an outsized impact by generating spending and investment. They are engines of growth for Mountain View, and the City should help enable these companies and industries to thrive in Mountain View.

ACTION OPPORTUNITIES
Strategy 3C: Advanced Industries
$
$
$ACTION 3C.1 Investigate the feasibility of tax sharing or credit programs that support business investment.

ACTION 3C.2 Establish business attraction targets for Artificial Intelligence (AI), autonomous vehicles, sensors and tracking, medical devices, life sciences, biotech, optics and photonics, health care, climate / green industries, and R&D.

ACTION 3C.4 Connect small businesses and startups doing R&D with SBA’s SBIR (Small Business Innovation Research) program and provide application guidance; explore other avenues of grant assistance for small businesses under 100 employees.

ACTION 3C.3 Monitor land capacity and building inventory for advanced industries on an ongoing basis, and audit existing uses. As necessary, consider expanding zoning to allow complementary, supportive, or inter-related allowable uses.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP. $
51 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

ACTION 3C.5 Identify businesses with
synergistic relationships to Mountain View’s strongest existing sectors to promote and support new business investment.

ACTION 3C.6 Analyze local resident occupational
strengths and build industry strategies around identified talent leakage. (Talent leakage is when talented Mountain View residents work for employers outside of Mountain View).

ACTION 3C.7 Perform periodic analyses
of Mountain View employment across clusters to identify and target support and outreach for emerging and growing industries.

ACTION 3C.8 Work with developers that
specialize in state-of-the-art turnkey spec and custom
facilities for the advanced industries and niches in Mountain View.

What We Heard...
“Mountain View has a unique geography with
interesting options on both sides of the freeway.

When there are huge backups on 101, Mountain
View is great because you could take multiple
paths to Google. It accommodates lots of differ -
ent commute patterns, and there’s a lot of flex
buildings. Medical devices, robotics, artificial
intelligence (AI), software development, big data
moving into Mountain View. Can attract the type
of engineering you need in Mountain View. ”
$$
$
$
$$$
52 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Market Mountain View to businesses in specific target sectors and niches.

Marketing Mountain View’s assets, character, innovation networks, talents, and other companies is a core economic development imperative. The City should put its best foot forward to retain, grow and attract businesses across established and prospective industry sectors. The City must communicate what it has to offer with clear and compelling marketing designed and delivered across multiple channels, and must promote itself with brokers, retailers, and business prospects.

ACTION OPPORTUNITIES
Strategy 3D: Market MV
! $ACTION 3D.1 Work with site selectors and brokers in targeted sectors to support business attraction. ! $ACTION 3D.2 Strengthen the partnerships along with facilitating the growth and development of Fogarty Institute incubator, Y-Combinator, Hacker DoJo and other incubators and accelerators in Mountain View. $ACTION 3D.4 Identify and conduct outreach to firms within Mountain View’s targeted sectors.

GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

ACTION 3D.5 Conduct city tours with target sector companies and site selectors and highlight the community’s available properties, unique character, and key amenities. $
ACTION 3D.3 Promote the local creative economy to attract more creative organizations and individuals to the city.
! $
53 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 3: GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, AND ENTREPRENEURSHIP.

El Camino Health Mountain View Hospital.

Source: El Camino Health, 2024.

ACTION 3D.8 Utilize partners such as NOVAWorks’ extensive networks to attract businesses by showcasing the skilled and diverse workforce of our region.
$
ACTION 3D.7 Act as a liaison between entrepreneurs and companies in appropriate health-related fields including the Fogarty Institute.
$
ACTION 3D.6 Develop a suite of programs and tools made available on the City’s website to locate headquarters in Mountain View across target industries.
$

54 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Develop and communicate policies
and programs designed to assist small and mid-sized businesses.

Small businesses disproportionately strengthen Mountain View’s economy. They keep more dollars local, have a smaller footprint on the environment, and empower local residents. Strengthening small and mid-sized businesses means increasing awareness and access to resources providing technical assistance, and helping to address workforce and space needs. In many ways, the City can act as an intermediary to listen to and connect small and mid-sized businesses to re- sources and knowledge.

ACTION OPPORTUNITIES
Strategy 4A: Small & Mid-Sized Businesses
ACTION 4A.3 Re-assess and evaluate City insurance requirements associated with and basic contracting, arts installations, and patio licensing to support and encourage small business activations and utilization. $
ACTION 4A.4 Develop a multilingual online small business toolkit to assist in navigating the City permitting processes for space development and licensing.

ACTION 4A.1 Enhance education and outreach to existing micro, small, mid-sized, and ethnic businesses on the array of small business support resources, including business planning, market research, financing, incentives, workforce develop- ment, as well as networking events and other assistance. ! $
ACTION 4A.2 Tailor small and mid-sized business outreach and resources to the diverse cultural identities in Mountain View with translation and multi-cultural liaisons.

ACTION 4A.5 Augment a preference policy for small, local, and independently owned businesses in City procurement.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
! $
$
$
55 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four $ACTION 4A.6 Evaluate City code changes that
may provide flexibility when requiring use permits for a small and mid-sized business-related development that may not be able to meet parking requirements.
$$ACTION 4A.7 Develop and track performance
metrics around small business permitting process efficiency, time, cost and outcomes.
$$ACTION 4A.10 Seek opportunities with small
business organizations to partner on micro business training with potential startup grants for completion (see Morgan Hill MicroEnterprise Program).

Morgan Hill MicroEnterprise
Program with Rotary, SBDC
In Morgan Hill, the local Rotary Club and Small
Business Development Center (SBDC) have
collaborated, along with other partners, to
support and expand the region’s small business
environment. One program that emerged has
been a MicroFinance class for aspiring entre-
preneurs. This 8-week training program held at
a local high school equips students with
financial and business know-how to make their
business dreams a reality. Following gradua-
tion, SBDC provides one-on-one counseling to
the entrepreneurs, and mentors from both the
SBDC and the Rotary Club of Morgan Hill con-
tinue on with the graduates, who offers advice
and support.

ACTION 4A.8 Identify partners to provide
trainings to small and mid-sized business owners on leasing or purchasing commercial property and lease negotiations.

ACTION 4A.9 In larger developments, explore
partnering with private developers to negotiate Community Benefits Agreements (CBAs) reserving ground floor spaces for small and local businesses.

ACTION 4A.11 Develop a formalized program or toolkit that both educates and helps ensure businesses are compliant with the Americans with Disabilities Act (ADA) through the use of Certified Access Specialists (CASp).

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
$$
$$
$$
56 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Support local businesses that foster an authentic
Mountain View commercial-cultural identity in the city’s neighborhoods.

Unique, beloved, longstanding, and iconic local businesses are often some of the most vulnerable to shifting market forces. At the same time, they form part of Mountain View’s identity and history. New and up-and-coming local businesses also require community support to succeed. While much is dependent on market conditions, the City should consider a handful of low-cost policy and regulatory steps to better support both legacy and up-and-coming local and independently-owned businesses.

ACTION OPPORTUNITIES
Strategy 4B: Treasured Businesses
$ACTION 4B.3 Examine and implement best practices regarding business zones supportive of independent and locally-owned small business for select areas of Mountain View. $ACTION 4B.4 Engage with larger employers who have vacant spaces that could be put into productive public use via pop-up kitchens, maker spaces, 3D printing library, or co-working spaces. ! $$ACTION 4B.1 Identify opportunities to better support creative workers, including artists and performers, by assisting or connecting them with affordable live-work studio spaces. $$ACTION 4B.2 Support community-centric local organizations, like Hacker DoJo (which subsidizes fees based on need) and NOVAWorks, that nurture entrepreneurs that stay and grow within Mountain View.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
57 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four Ava’s Downtown Market & Deli Member Spotlight Promotion.

Source: Mountain View Chamber of Commerce, 2024.

ACTION 4B.5 Evaluate creation of a Legacy
Business Program that provides grants to small businesses, and to owners committing to extending leases to tenants (see San Francisco and Seattle Legacy Business programs on following page).
$$
ACTION 4B.7 Analyze the neighborhood
distribution of commercial uses, including neighborhood- serving versus center-based retail, and their impacts on serv- ing various cultures / minority communities in the city.

ACTION 4B.6 Identify and consider incentivizing
potential community partners to provide free or affordable space for temporary or long-term local micro-business incubation. $
GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
$
58 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 La Monita, a Registered Legacy Business in San Antonio, Texas. Source: RestoreOregon Legacy Business Program, 2024. .

59 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four Legacy Business Programs
A Legacy Business Program, as implemented by cities like San Francisco, San Antonio, Pasadena, Boston, and Los Angeles, can recognize and preserve longstanding, community-serving business- es that are also valuable cultural assets. A Legacy Business Registry is a tool for providing educa- tional and promotional assistance to legacy businesses, to encourage their continued viability and success, and market them to the broader community.

San Francisco adopted its Legacy Business Program in 2015, one of the earliest in the nation. The City provides rent stabilization grants to legacy businesses and landlords that enter into long-term leases with them. Since the program was established, nearly $2.75 million has been paid out to keep legacy businesses in their brick-and-mortar locations. The average grant payment is $15,000.

Members of San Francisco’s program are included in a targeted marketing strategy to highlight and advertise legacy businesses. This approach includes a multi-faceted digital marketing campaign, facilitation of business networking and partnerships, plaques for members of the registry, and financial support for these marketing activities by the City. The marketing plan also provides a mechanism for the City to strategically plan under the same program for legacy businesses that are dispersed throughout the city and which provide a variety of goods and services to the community.

Other cities in the United States have pursued similar Legacy Business Programs. Seattle adopted a program in which one business was selected from each of the city’s seven council districts to receive public recognition and businesses services tools. Los Angeles adopted a program in which the city uses funds to help legacy businesses negotiate long-term leases with their landlords. 60 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Support and sustain a new generation of successful
founders and entrepreneurs.

Mountain View has produced successful founders and entrepreneurs in software, artificial intelligence, medical devices, wellness, impact investing, and finance; and accelerators and incubators abound. The City can help extend this remarkable streak of world-changing innovators by listening to, partnering with, and connecting local actors with resource networks, consulting, access to capital, and physical space.

ACTION OPPORTUNITIES
Strategy 4C: Furthering Founders
$ACTION 4C.3 Create a one-stop online resource on the City’s website for entrepreneurs to learn about and access various types of financial support including small business loans, grants, and financial tools (see Philadelphia’s Capital Consortium).
$$ACTION 4C.4 Encourage the adaptive reuse of vacant buildings and commercial spaces by local entrepreneurs or non-profits with potential permit-fee waivers, faster timeline for eligible projects, and other assistance. Consider partnering with local organization, such as Hacker DoJo, on an adaptive re-use pilot project. $ACTION 4C.1 Institute regular listening sessions or interviews in the entrepreneurial community to keep abreast of the local entrepreneurial ecosystem and its needs and trends. $ACTION 4C.2 Explore partnerships with NOVAWorks, SBDC, SCORE, Foothill College, Hacker Dojo, and DeAnza College for entrepreneurship training in Mountain View.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
61 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 4C.5 Build, maintain, and leverage re-
lationships with successful Mountain View tech alumni and venture capital investors to connect emerging entrepreneurs with established resource and knowledge networks.
$
ACTION 4C.6 Initiate mentorship programs, con-
necting new entrepreneurs with seasoned business leaders in Sili- con Valley, either through new program/network development or leveraging existing incubator/accelerator infrastructure. $$
ACTION 4C.7 Explore whether the City, in
partnership with NOVAWorks or others, can provide shared services for business formation for firms outside of an incubator environment, including accounting, legal,
regulatory, and hiring services.
$$
Philadelphia’s Capital Consortium
Access to capital is a significant challenge for
many local entrepreneurs. The Philadelphia
Department of Commerce launched the Capital
Consortium to help local small businesses apply for
loans. The Consortium is a group of 29 non-profit
and for-profit lenders and other funders working
with the Department to streamline the process
for small businesses to access capital via an open
grant portal. Small business participants fill out
an electronic form which details their business’s
information and capital needs. This information is
sent directly to potential lenders, who reach out
directly to businesses they want to work with. In
addition, the Department provides technical
assistance to businesses navigating the loan
process – including by helping them understand
the reasoning if their application is denied.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
62 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Recruit small businesses that offer products
and experiences missing in Mountain View
Despite the well-publicized shift of some retail toward the online environment, experiential retail and services remain a high-performing brick and mortar sector and enhance community character. Temporary and permanent retail spaces incorporating art, recreation, live music, cafes or restaurants, virtual reality, and other experiences draw consumers from across the region. Yet Mountain View residents and employees must seek many of these experiences elsewhere. This sec- tion includes

ACTION OPPORTUNITIES
Strategy 4D: Experiential Retail
$ACTION 4D.4 Engage with niche experiential retailers to understand their specific needs such as access, signage and marketing, and local costs of doing business to help attract their future investment. ! $ACTION 4D.1 Inventory available spaces and requirements to develop actionable plans to support the successful siting of new businesses.
! $ACTION 4D.2 Identify strategic partners, including artists, developers, non-governmental organizations, synergistic retailers, and recreational resources that can help attract desired retailers.

ACTION 4D.3 Support the creation and growth of unique, locally grown experiential retailers through pop up activations in prominent, visible local spaces from homes to storefronts. ! $$
GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
63 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 4D.6 Identify and market opportunities for specific lines of business by refreshing the retail leakage analysis to include prospective tenants and niche businesses.
$$
ACTION 4D.7 Consider partnering with NOVAWorks to identify market gaps and align workforce capabilities to support these niche areas.
$$
ACTION 4D.5 Designate areas in Mountain View for food trucks and invite successful mobile food and beverage businesses from throughout the region to do business in Mountain View. $
ACTION 4D.8 Explore a community benefit program for new development that provides scaling rent opportunities for experiential retail uses the first two years. $
GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
64 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Support growing Latino entrepreneurial and small business en- terprises in food and beverage and other industries.

Mountain View is home to many Latino entrepreneurs and small businesses in the food industry. In addition to a high concentration of Latinos employed by restaurants in the region, many entrepreneurs produce unique, high quality, and in-demand products. While some are practiced at using commissary and commercial kitchens, those kitchens and assets are lacking in Mountain View. Home kitchens serve as a substitute, and many others cook from their homes because they do not know how to scale up. In addition to kitchen access, local Latino entrepreneurs need access to business training, including understanding City requirements, and the myriad of business skills and expertise and support required to suc- ceed. Collectively this community represents a great opportunity for growth in Mountain View. This strategy focuses on providing innovative programs to serve the Latino community locally.

ACTION OPPORTUNITIES
Strategy 4E: Latino Businesses
ACTION 4E.1 Explore partnerships with other food services businesses to explore sub leases, co-ops, and other space rental options.

ACTION 4E.2 Convene investors, brokers, and developers to seek investment in Latino businesses and commer- cial developments to serve a Latino business strategy.

ACTION 4E.3 Help identify locations in Mountain View where Latino businesses may serve multiple demograph- ics and have access to many markets.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
$
$
$
65 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 4E.6 Replicate this model for other un-
der-served entrepreneur communities in Mountain View.

ACTION 4E.5 Explore Downtown vacancies as
a near-term and long-term fit for Latino entrepreneurs and food & beverage businesses.

ACTION 4E.4 Collaborate with local partners to
seek interest in funding and supporting a commercial kitchen designed to serve Latino and other food businesses
in Mountain View.
$$
Casa Lupe Mexican Restaurant, Mountain View.

Source: Tre Retter, Google, 2024.

GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
$$
$$
66 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Initiate a re-imagined identity and business branding
campaign positioning and promoting Mountain View at the intersection of Silicon Valley and community and economic vitality.

Successfully rebranding a city helps to increase tourism and encourages city pride amongst residents and workers.

As a part of a new brand and identity, highlighting assets and progress in Mountain View (unique neighborhoods, shorter commutes, less traffic, major anchor employers) can significantly improve regional perceptions. The City can design and lead a re-branding campaign itself, utilizing outside contractors and existing media channels and materials.

ACTION OPPORTUNITIES
Strategy 4F: Branding Campaign
! $ACTION 4F.1 Strengthen messaging that Mountain View is a safe and welcoming business environment. $ACTION 4F.2 Inventory Mountain View’s assets, progress, and innovations to assess what defines the city and distin- guishes it within the region.
$ACTION 4F.3 Leverage new and upgraded infrastructure, public realm design improvements, and development as opportunities to reinforce the revamped brand of Mountain View.

ACTION 4F.4 Strengthen a unique sense of place by supporting and leveraging arts, entertainment, and cultural assets to attract new firms, industries, residents, and visitors while supporting existing businesses and sectors. $
GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
67 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 4F.7 Create and popularize a certification program with window and product stickers for unique and niche “Made in Mountain View” products, businesses, or services. $$$
ACTION 4F.6 Focus language of the city’s re-imagined business brand and determine where and to whom to communicate it regionally and nationally.
$$$
ACTION 4F.5 Initiate a strategic effort to re-invigorate Mountain View’s business image and generate compelling messaging that combines the ideas of Silicon Valley with economic and community vitality and distinguishes Mountain View from other cities.
$$$
GOAL 4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
68 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Implement anti-displacement policies that provide
temporary and long-term solutions that keep businesses in place.

Like many other urban areas in Silicon Valley, the shops, restaurants, and other businesses in Mountain View that offer goods and services in local neighborhoods are threatened with displacement due to increasing rents, competition and other development pressures. Retaining small businesses that provide goods and services are important in maintaining the culture and fabric of the community. Developing programs that provide pathways to ownership and resources for relocation can set Mountain View apart from its neighbors.

ACTION OPPORTUNITIES
Strategy 4G: Anti-Displacement
ACTION 4G.1 Connect vulnerable small business owners and tenants to technical assistance consulting and resources.

ACTION 4G.2 Provide assistance to businesses such as lease consulting, or third-party master leasing of ground floor mixed-use retail space, in areas experiencing gentrification and displacement.

ACTION 4G.3 Explore the use of rent caps or rental subsidies for small commercial tenants - similar to rent control or voucher programs for residential units.

ACTION 4G.4 Expand access to property ownership to marginalized small business owners and non-profits by offering tailored financial services for becoming property owners.

GOAL4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
! $
$$
$
$$
69 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four SBAN Anti-Displacement Strategies
In 2022, the Small Business Anti-Displacement
Network (SBAN) put out a competitive call for
case studies to fill critical gaps in research about
what small business anti-displacement strategies
are effective. After a competitive proposal pro-
cess, SBAN awarded grants to 11 organizations to
study efforts to preserve small businesses in gen-
trifying neighborhoods.

In November 2023, SBAN published these case
studies in the report Keeping Small Businesses
In Place: Voices From the Field. Authors outline
solutions such as community property owner-
ship, culturally relevant technical assistance, Main
Street models, new types of small business loan
financing, unionization, construction disruption
assistance, and cultural heritage preservation.

In 2022, the Small Business Anti-Displacement
Network (SBAN) put out a competitive call for
case studies to fill critical gaps in research about
what small business anti-displacement strategies
are effective. After a competitive proposal pro-
cess, SBAN awarded grants to 11 organizations to
study efforts to preserve small businesses in gen-
trifying neighborhoods.

GOAL4: HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.
70 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Build adaptability into land use and development codes with provi- sions that respond to changing demands of commercial and industrial users.

Mountain View’s adopted development code sets the standards that projects must meet to receive a permit. These standards govern the size and configuration of buildings, but also the uses that can operate within them. Stakeholders indicate that Mountain View’s code lacks flexibility and modern businesses have trouble reconciling their space needs with code requirements. Addressing these issues will make it easier for companies to grow and scale in Mountain View. In 2024, the City will begin the process of updating Precise Plans for Downtown and Moffett Boulevard.

ACTION OPPORTUNITIES
Strategy 5A: Adaptive Code
! $ACTION 5A.1 In partnership with the Mountain View Chamber of Commerce, develop a process to periodically engage business leaders on Mountain View’s planning and development policies and processes. $ACTION 5A.2 In tandem with Strategy 3D, pursue zoning changes to ensure land availability for advanced industries and other target sectors.
$ACTION 5A.3 Explore possible rezoning to better accommodate regionally in-demand uses, including non-hospital health offices, office space, industrial space, and wet labs.

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

71 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four $ACTION 5A.4 Assess the City code to identify
opportunities to revise permitted uses across employment- generating zoning designations; specifically consider allowing a broader range of uses in retail and mixed-use areas,
and restricting low employment density uses in core office and industrial designations (e.g. Charleston Plaza,
Rengstorff Center).

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

What We Heard...
“Commercial areas that are rigid about uses are
going to decline. Limits on restaurants and food
spaces happen but lifting those can really turn
spaces around. The momentum in Mountain View
is positive, so how do we capitalize on it? If we
stop focusing so narrowly on traditional retail, allow
more food and related uses, it gives the perception
that retail is back. ”
ACTION 5A.6 Partner with utility providers
to expand and market the portfolio of renewably-sourced energy to Mountain View facilities and continue to support the adoption of sustainable building practices in the city.

ACTION 5A.5 Consider incorporating form-
based elements to govern architectural character without overly prescriptive limitations on use.

What We Heard...
“Commercial areas that are rigid about uses are
going to decline. Limits on restaurants and food
spaces happen but lifting those can really turn
spaces around. The momentum in Mountain View
is positive, so how do we capitalize on it? If we
stop focusing so narrowly on traditional retail, allow
more food and related uses, it gives the perception
that retail is back. ”
$$
$$$
72 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Identify workforce housing and supportive service
challenges with critical economic development implications for prioritization and direct action.

The Bay Area has a regional affordable housing crisis, and housing is a critical policy consideration for Mountain View and other cities throughout the region. The high cost of housing in Mountain View sometimes precludes businesses from hir- ing workers. These housing-related issues are also economic development challenges, and Mountain View should continue to address housing head-on.

ACTION OPPORTUNITIES
Strategy 5B: Supportive Services
ACTION 5B.1 Align the City’s economic development work program with Housing Element policy to reinforce the City’s commitment to provide housing that will be available for Mountain View workers.

ACTION 5B.2 Explore possible City roles in facilitating, supporting, and assisting the creation and expansion of childcare services.

ACTION 5B.3 Work with existing and new partners to address systems supportive of employee retention, including childcare, education, transportation, housing needs, and other social services.

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.
$$
$
$
73 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

ACTION 5B.4 Analyze workforce
demand for housing product types and prices not
currently available in Mountain View.

Daycare Center in Mountain View.

Source: Upwards.com 2024.
$$$
74 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Clarify and streamline permitting processes and nurture a business climate that clearly differentiates Mountain View from its neighbors.

Companies, big and small, look forward to doing business where the City acts collaboratively as a partner. When a city makes development activities and business operations more costly or time intensive than its neighbors, businesses are apt to leave that city or choose to expand elsewhere. Mountain View has an opportunity to distinguish itself from other cities in Silicon Valley by making it easy to start and grow small businesses, and permit new development and renovations.

ACTION OPPORTUNITIES
Strategy 5C: Business Climate
GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

ACTION 5C.1 Create a dedicated business ambassador response team to handle permits for designated critical development areas (e.g., Downtown, San Antonio Center, major industrial areas). ! $
ACTION 5C.2 Allocate resources toward increasing staff to handle permitting processes more quickly and efficiently.
$$$
75 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four ACTION 5C.3 Building upon the new development services website, provide easier access to understanding City permitting procedures and getting in contact with City staff with new or expanded user-friendly online resources and / or ex- panded office hours.

GOAL 5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

Development Permitting Center in Mountain View.

Source: City of Mountain View, 2024.
$$

76 Economic Vitality Strategy | City of Mountain View
Section Four Goals, Strategies & Actions | February 2024 Evaluate and adapt policies, regulations, and enforcement to avoid disproportionate or adverse impacts on small businesses.

Working with cities on policy and regulatory issues can be a major challenge for small businesses that don’t have the resources to dedicate to longer or more complicated processes. Identifying and addressing issues specific to small businesses will enable those businesses to remain in Mountain View, offering goods and services that Mountain View residents value, strengthening Downtown and other commercial centers, and enhancing Mountain View’s historic role as a hub for entrepreneurship.

ACTION OPPORTUNITIES
Strategy 5D: Regulatory Reform
GOAL5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

ACTION 5D.1 Review requirements for Conditional Use Permits for proposed reductions in required parking for Mountain View uses.
$
ACTION 5D.3 Update the City’s business license program to include a commercial landlord license category and fees.
$$$
$$ACTION 5D.2 To support new mixed-use development that includes commercial uses, evaluate the necessity for requiring change of use permits following initial construction. 77 City of Mountain View | Economic Vitality Strategy February 2024 | Goals, Strategies & Actions Section Four GOAL5: UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY

AND CERTAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY STRATEGY VISION AND GOALS.

Improve connections between the city’s commercial
and industrial areas to foster easier access for collaboration.

Ease of access and connectivity between hubs of industry and commerce enable cross-pollination of ideas, talent, and supply chains. Yet mobility and connectivity amongst these nodes is sometimes challenged in Mountain View by super- blocks, freeways, rail corridors, and natural geography. Improving connections between these hotbeds of activity will strengthen the pace of innovation in Mountain View’s key industries, and benefit local small businesses.

ACTION OPPORTUNITIES
Strategy 5E: Commercial Connectivity
ACTION 5E.1 Continue to implement development regulations that encourage or require through-block pedestri- an connectivity in existing or potential pedestrian corridors. $$ACTION 5E.3 Work with employers to assess gaps and opportunities for improvement in non-motorized and public transportation. Explore micro-mobility solutions to follow the current moratorium. $$ACTION 5E.2 Collaborate with the Transportation Management Association (TMA) to assess the efficacy of existing Community Shuttle and MVgo service levels and routes in linking major employment hubs with Downtown and other commer- cial centers.
$$$
Appendices
Section 2: Vision
Section 1: Introduction
Section 3: Mountain View in 2023
Section 4: Goals, Strategies & Actions
APPENDIX A: ECONOMIC VITALITY STRATEGY-

IMPLEMENTATION TIMELINE
Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 1A.1 Develop a visual merchandising window display program to aid small businesses in improving their brand and visual appeal.

Immediate $$
1C.1 Identify funding sources to provide matching grants to property owners for storefront buildout or alterations with signed tenants.

Immediate $$
3A.1 Maintain a database to identify local businesses the City visits and track progress in meeting their needs.

Immediate $
3A.2 Expand collaboration opportunities with the Mountain View Chamber of Commerce and Downtown Business Association, such as partnering with the Chamber to collaborate on retention visits and business engagement.

Immediate $
3A.3 Engage and follow up with key businesses to coordinate, consult and offer technical assistance and a small business program for retention or expansion.

Immediate $
3A.4 Collaborate with existing and new partners on periodic events to connect the business community to City permitting and license assistance, and real estate, financing and workforce resources.

Immediate $
3A.5 Clarify the City’s procurement processes and market contracting and purchasing opportunities to local businesses.

Immediate $
3B.1 Offer economic development policies and programs to the diverse cultural identities of Mountain View’s small business base and translate materials and outreach into Mountain View's primary languages.

Immediate $
3D.1 Work with site selectors and brokers in targeted sectors to support business attraction.

Immediate $
3D.2 Strengthen the partnerships along with facilitating the growth and development of Fogarty Institute incubator, Y-Combinator, Hacker DoJo and other incubators and accelerators in Mountain View.

Immediate $
3D.3 Promote the local creative economy to attract more creative organizations and individuals to the city.

Immediate $
4A.1 Enhance education and outreach to existing micro, small, mid-sized, and ethnic businesses on the array of small business support resources, including business planning, market research, financing, incentives, workforce development, as well as networking events and other assistance.

Immediate $
4A.2 Tailor small and mid-sized business outreach and resources to the diverse cultural identities in Mountain View with translation and multi-cultural liaisons.

Immediate $
4B.1 Identify opportunities to better support creative workers, including artists and performers, by assisting or connecting them with affordable live-work studio spaces.

Immediate $$
4D.1 Inventory available spaces and requirements to develop actionable plans to support the successful siting of new businesses.

Immediate $
4D.2 Identify strategic partners, including artists, developers, non-governmental organizations, synergistic retailers, and recreational resources that can help attract desired retailers.

Immediate $
4D.3 Support the creation and growth of unique, locally grown experiential retailers through pop up activations in prominent, visible local spaces from homes to storefronts.

Immediate $$
4F.1 Strengthen messaging that Mountain View is a safe and welcoming business environment.

Immediate $
4G.1 Connect vulnerable small business owners and tenants to technical assistance consulting and resources.

Immediate $
Immediate Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 5A.1 In partnership with the Mountain View Chamber of Commerce, develop a process to periodically engage business leaders on Mountain View's planning and development policies and processes.

Immediate $
5C.1 Create a dedicated business ambassador response team to handle permits for designated critical development areas (e.g., Downtown, San Antonio Center, major industrial areas).

Immediate $
1A.2 Consider including in the Public Art Strategy utilization of public spaces, including micro-spaces and pocket parks, to showcase works of public art by local and regional artists.

Short-Term $
1A.3 Identify business districts and engage Mountain View business owners in evaluating the feasibility of creating a business improvement district (BID) to maintain cleanliness and safety, as well as advertising, promotion, special events, or other activities that promote Mountain View.

Short-Term $$$
1B.1 Support neighborhood-serving businesses that are walkable and offer goods and services.

Short-Term $
1C.2 Adopt requirements to activate windows for any vacant uses in Mountain View; set objective standards for the type of activation and appearance.

Short-Term $
1D.1 Explore an informal liaison within City Hall for landlords and tenants proposing space subdivision, modification, or upgrade projects to move through permitting more quickly.

Short-Term $$
2A.1 Engage with existing restaurants and businesses in Downtown to support their retention and minimize displacement resulting from redevelopment.

Short-Term $$$
2B.1 Per the existing Council adopted Downtown Parking Strategy, support the improvement of wayfinding for non-vehicular traffic between employment centers, commercial nodes, public transportation stops, and Downtown.

Short-Term $
2B.2 Work with Mountain View Community Shuttle to reduce headway times and add more direct services during peak hours to and from Downtown to Google’s campus and other major employment centers.

Short-Term $$
2C.1 Work with local arts and cultural groups to identify and promote entertainment and civic uses that build upon established cultural, entertainment, and civic uses in Downtown.

Short-Term $
2C.2 Work with regional art galleries, museums, and individuals to encourage permanent or temporary art installations or programming in Downtown, including within vacant spaces.

Short-Term $
2C.3 Identify opportunities for pop-up events or temporary uses in vacant spaces, particularly in partnership with cultural organizations and entrepreneurial-focused organizations like Hacker Dojo, a non-profit working space for engineers, artists, scientists, activists, and other tech entrepreneurs.

Short-Term $$
2C.4 Work with cultural organizations to host additional holiday celebrations and festivals in Downtown.

Short-Term $$
2C.5 Mine local employers, unions, and employee associations in tech and other industries for trade festival or fair opportunities, including competitions.

Short-Term $$
2D.1 Support the resumption and expansion of valet parking service for Downtown businesses.

Short-Term $
2D.2 Support transparent parking enforcement with clear communication, real time data, and dynamic curb management.

Short-Term $
Immediate Action Items
Short-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 2D.3 Conduct outreach to Downtown businesses to spur participation and representation in a Parking Benefit District (PBD) oversight committee.

Short-Term $
2E.1 Support and leverage Castro Street Pedestrian Mall improvements – including pavement enhancement, a new central walkway, sidewalk and patio license enhancements, and cleanup of City furnishings and storm drains – to boost unique Downtown programming in the public and public-private realms.

Short-Term $$
2E.2 Support grassroots community programming ideas and implementation at Civic Center Plaza through grants or in-kind assistance to applicants including private citizens and local businesses.

Short-Term $$
2E.3 Build on the success of Mountain View’s Farmer’s Market, Music on Castro, KidStock, and other Downtown experiences to create more regularly occurring public events that showcase Downtown businesses.

Short-Term $$
3A.6 Evaluate, refine, and expand current marketing materials and business development tools, including financial and technical resources, and make these broadly accessible on the City’s website in multiple languages representative of the community.

Short-Term $
3A.7 Consider development of a business appreciation program focused on retention of companies currently headquartered in Mountain View.

Short-Term $
3B.2 Leverage NOVAWorks’ existing partnerships with K-12, Higher Education, and local Community Based Organizations to develop training programs that cater to the unique needs of underrepresented groups.

Short-Term $
3C.1 Investigate the feasibility of tax sharing or credit programs that support business investment.

Short-Term $
3D.4 Identify and conduct outreach to firms within Mountain View’s targeted sectors. Short-Term $ 3D.5 Conduct city tours with target sector companies and site selectors and highlight the community’s available properties, unique character, and key amenities.

Short-Term $
3D.6 Develop a suite of programs and tools made available on the City’s website to locate headquarters in Mountain View across target industries.

Short-Term $
3D.7 Act as a liaison between entrepreneurs and companies in appropriate health-related fields including the Fogarty Institute.

Short-Term $
3D.8 Utilize partners such as NOVAWorks’ extensive networks to attract businesses by showcasing the skilled and diverse workforce of our region.

Short-Term $
4A.3 Re-assess and evaluate City insurance requirements associated with basic contracting, arts installations and patio licensing to support and encourage small business activations and utilization.

Short-Term $
4A.4 Develop a multilingual online small business toolkit to assist in navigating the City permitting processes for space development and licensing.

Short-Term $
4A.5 Augment a preference policy for small, local, and independently owned businesses in City procurement.

Short-Term $
4B.2 Support community-centric local organizations, like Hacker DoJo (which subsidizes fees based on need) and NOVAWorks, that nurture entrepreneurs that stay and grow within Mountain View.

Short-Term $$
4C.1 Institute regular listening sessions or interviews in the entrepreneurial community to keep abreast of the local entrepreneurial ecosystem and its needs and trends.

Short-Term $
4C.2 Explore partnerships with NOVAWorks, SBDC, SCORE, Foothill College, Hacker Dojo, and DeAnza College for entrepreneurship training in Mountain View.

Short-Term $
4E.1 Explore partnerships with other food services businesses to explore sub leases, co- ops, and other space rental options.

Short-Term $
Short-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 4E.2 Convene investors, brokers, and developers to seek investment in Latino businesses and commercial developments to serve a Latino business strategy.

Short-Term $
4G.2 Provide assistance to businesses such as lease consulting, or third-party master leasing of ground floor mixed-use retail space, in areas experiencing gentrification and displacement.

Short-Term $$
5B.1 Align the City’s economic development work program with Housing Element policy to reinforce the City’s commitment to provide housing that will be available for Mountain View workers.

Short-Term $
1A.4 Streamline, update current City regulations to create standards for activating ground floor windows when buildings are vacant or temporarily vacant due to construction.

Mid-Term $
1A.5 Study the funding and creation of a rotating design services loan fund that would support façade changes and American with Disability Access (ADA) improvements.

Mid-Term $$$
1A.6 Explore adding a citywide live entertainment ordinance that supports busking and other outdoor live entertainment, complying with established decibel levels.

Mid-Term $
1A.7 Enable sidewalk-serving retail service transactions such as exterior window ordering and pick up outside the building.

Mid-Term $
1B.2 Map and add wayfinding for safe walking and biking routes from different parts of the city to Downtown, including from Rengstorff Park, San Antonio Plaza, Cuesta Park, and others.

Mid-Term $
1B.3 Improve parking permit program communications by deploying web based application for the various parking permit programs the city manages.

Mid-Term $$
1B.4 Implement parking wayfinding systems to redirect vehicles to open spaces at peak times within business districts.

Mid-Term $$$
1C.3 Create incentives (such as tax sharing, reduced licensing, or others) for building owners to fill vacancies in street facing storefronts or create temporary activations.

Mid-Term $
1C.4 Match vacant storefronts with growing local home-based or shared-space businesses to transition them to brick-and-mortar workplaces.

Mid-Term $
1C.5 Consider increasing allowable densities and mix of uses and ensure that development regulations allow and encourage residential and commercial office uses and the desired range of retail sizes and configurations.

Mid-Term $
1D.2 Develop a business tool kit, in partnership with the Chamber of Commerce, for posting to the City's website, that will assist retail businesses in understanding permitting processes including information on financing improvements, modifications, and subdivisions.

Mid-Term $
1D.3 Identify pro bono support or provide financial support to connect owners, tenants, and subdividers to design services and consulting. Pro bono support might include university students or professional associations.

Mid-Term $$$
2A.2 Support the existing Council-adopted Downtown Parking Strategy that calls for updated parking standards and requirements in the Downtown Precise Plan, including new reduced minimum parking requirements that reflect current market demand, and TDM or shared parking credits.

Mid-Term $
2A.3 Develop absorption targets for commercial and residential growth in the update to the Downtown Precise Plan.

Mid-Term $$
Short-Term Action Items
Mid-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 2A.4 Develop absorption targets for commercial and residential growth in the update to the Moffett Blvd. Precise Plan.

Mid-Term $$
2A.5 Conduct a retail demand survey of residents to help inform efforts to recruit small or mid-size businesses to the Downtown core.

Mid-Term $$
2A.6 Identify partnerships and programming opportunities to activate vacant spaces, with a focus on arts, culture, and entertainment that complements existing restaurant and retail uses.

Mid-Term $$
2B.3 Strengthen signage and wayfinding on Central Expressway to direct vehicles into Downtown.

Mid-Term $$
2B.4 Work with major employers to create and distribute recommended transit, walking, or biking routes that incorporate bike lanes, trails, transit, and businesses.

Mid-Term $$
2B.5 Consider a Passport to Downtown program that highlights existing businesses, restaurants, and events; work with the Chamber, Downtown Business Association, and employers to promote it with residents, visitors, and workers.

Mid-Term $$
2C.6 Partner with regional or local tourism and restaurant groups to host events like Restaurant Week or Cocktail Week in Downtown.

Mid-Term $
2D.4 Partner with other City departments, state agencies, and local employers to offer multimodal incentives for employees and customers.

Mid-Term $$$
2D.5 As recommended in the approved Downtown Park Strategy, implement parking solutions like dynamic (demand-based) pricing in public parking spots in mixed use centers during peak hours.

Mid-Term $$$
2D.6 Consider a small business employee access program that offers reduced parking permit fees and/ or incentivized use of transit, micro-mobility options, and carpooling.

Mid-Term $$
2D.7 Update and simplify systems and signage to ease navigation and ease use of parking. Mid-Term $$ 2E.4 Continue to enhance and program public gathering spaces in Downtown Mountain View that make people feel welcome, such as a playground or interactive water feature, inviting street musicians, re-commencing and expanding Taste of Mountain View, and / or facilitating open houses at Downtown startup spaces.

Mid-Term $$
3A.8 Consider developing a program where fast-scaling businesses can pay a premium, linked to the number of employees, for faster building permit processing associated with tenant improvements and tooling installation.

Mid-Term $$
3A.9 Explore a City financing plan for commercial linkage fees owed by small businesses or property owners looking to expand.

Mid-Term $$
3A.10 Implement a land management system that allows for better tracking of property, tenants, and permits and is accessible across departments and interactive with existing software systems.

Mid-Term $$$
3B.3 Identify, inventory, and engage industry associations attached to target sectors, such as Biocom California and California Life Sciences, to maintain a cutting edge understanding of available workforce resources and diversity initiatives.

Mid-Term $
3B.4 Encourage and support the creation of a roundtable forum for major employers in Mountain View and across Silicon Valley to share policies and best practices in diversity, equity, and inclusion (DEI).

Mid-Term $
3B.5 In collaboration with workforce development agencies and other partners, such as Science Form Scientists, monitor and increase participation of underrepresented groups in skills training and workforce development or education programs, especially in STEM (Science, Technology, Engineering, Math)-related fields, and share out prospects with local employers.

Mid-Term $
Mid-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 3B.6 Collaborate with leading workforce development and business agencies, specifically NOVAWorks, SBDC, ReWork the Bay, and SCORE, and educational institutions, like Foothill College and DeAnza College, to link both businesses and workers in target sectors to programmatic support, including local training opportunities and career pathway assistance.

Mid-Term $
3C.2 Establish business attraction targets for Artificial Intelligence (AI), autonomous vehicles, sensors and tracking, medical devices, life sciences, biotech, optics and photonics, health care, climate / green industries, and R&D.

Mid-Term $
3C.3 Monitor land capacity and building inventory for advanced industries on an ongoing basis, and audit existing uses. As necessary, consider expanding zoning to allow complementary, supportive, or inter-related allowable uses.

Mid-Term $
3C.4 Connect small businesses and startups doing R&D with SBA’s SBIR (Small Business Innovation Research) program and provide application guidance; explore other avenues of grant assistance for small businesses under 100 employees.

Mid-Term $
4A.6 Evaluate City code changes that may provide flexibility when requiring use permits for a small and mid-sized business-related development that may not be able to meet parking requirements.

Mid-Term $
4A.7 Develop and track performance metrics around small business permitting process efficiency, time, cost and outcomes.

Mid-Term $$
4A.8 Identify partners to provide trainings to small and mid-sized business owners on leasing or purchasing commercial property and lease negotiations.

Mid-Term $$
4A.9 In larger developments, explore partnering with private developers to negotiate Community Benefits Agreements (CBAs) reserving ground floor spaces for small and local businesses.

Mid-Term $$
4A.10 Seek opportunities with small business organizations to partner on micro business training with potential startup grants for completion.

Mid-Term $$
4A.11 Develop a formalized program or toolkit that both educates and helps ensure businesses are compliant with the Americans with Disabilities Act (ADA) through the use of Certified Access Specialists (CASp).

Mid-Term $$
4B.3 Examine and implement best practices regarding business zones supportive of independent and locally-owned small business for select areas of Mountain View.

Mid-Term $
4B.4 Engage with larger employers who have vacant spaces that could be put into productive public use via pop-up kitchens, maker spaces, 3D printing library, or co- working spaces.

Mid-Term $
4B.5 Evaluate creation of a Legacy Business Program that provides grants to small businesses, and to owners committing to extending leases to tenants.

Mid-Term $$
4C.3 Create a one-stop online resource on the City’s website for entrepreneurs to learn about and access various types of financial support including small business loans, grants, and financial tools.

Mid-Term $
4C.4 Encourage the adaptive reuse of vacant buildings and commercial spaces by local entrepreneurs or non-profits with potential permit-fee waivers, faster timeline for eligible projects, and other assistance. Consider partnering with local organization, such as Hacker DoJo, on an adaptive re-use pilot project.

Mid-Term $$
4D.4 Engage with niche experiential retailers to understand their specific needs such as access, signage and marketing, and local costs of doing business to help attract their future investment.

Mid-Term $
4D.5 Designate areas in Mountain View for food trucks and invite successful mobile food and beverage businesses from throughout the region to do business in Mountain View.

Mid-Term $
4D.6 Identify and market opportunities for specific lines of business by refreshing the retail leakage analysis to include prospective tenants and niche businesses.

Mid-Term $$
Mid-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 4D.7 Consider partnering with NOVAWorks to identify market gaps and align workforce capabilities to support these niche areas.

Mid-Term $$
4E.3 Help identify locations in Mountain View where Latino businesses may serve multiple demographics and have access to many markets.

Mid-Term $
4E.4 Collaborate with local partners to seek interest in funding and supporting a commercial kitchen designed to serve Latino and other food businesses in Mountain View.

Mid-Term $$
4E.5 Explore Downtown vacancies as a near-term and long-term fit for Latino entrepreneurs and food & beverage businesses.

Mid-Term $$
4E.6 Replicate this model for other underserved entrepreneur communities in Mountain View.

Mid-Term $$
4F.2 Inventory Mountain View’s assets, progress, and innovations to assess what defines the city and distinguishes it within the region.

Mid-Term $
4F.3 Leverage new and upgraded infrastructure, public realm design improvements, and development as opportunities to reinforce the revamped brand of Mountain View.

Mid-Term $
5A.2 In tandem with Strategy 3D, pursue zoning changes to ensure land availability for advanced industries and other target sectors.

Mid-Term $
5A.3 Explore possible rezoning to better accommodate regionally in-demand uses, including non-hospital health offices, office space, industrial space, and wet labs.

Mid-Term $
5B.2 Explore possible City roles in facilitating, supporting, and assisting the creation and expansion of childcare services.

Mid-Term $
5B.3 Work with existing and new partners to address systems supportive of employee retention, including childcare, education, transportation, housing needs, and other social services.

Mid-Term $$
5C.2 Allocate resources toward increasing staff to handle permitting processes more quickly and efficiently.

Mid-Term $$$
5C.3 Building upon the new development services website, provide easier access to understanding City permitting procedures and getting in contact with City staff with new or expanded user-friendly online resources and / or expanded office hours.

Mid-Term $$
5D.1 Review requirements for Conditional Use Permits for proposed reductions in required parking for Mountain View uses.

Mid-Term $$
5D.2 To support new mixed-use development that includes commercial uses, evaluate the necessity for requiring change of use permits following initial construction.

Mid-Term $$$
5E.1 Continue to implement development regulations that encourage or require through- block pedestrian connectivity in existing or potential pedestrian corridors.

Mid-Term $$$
5E.2 Collaborate with the Transportation Management Association (TMA) to assess the efficacy of existing Community Shuttle and MVgo service levels and routes in linking major employment hubs with Downtown and other commercial centers.

Mid-Term $$
5E.3 Work with employers to assess gaps and opportunities for improvement in non- motorized and public transportation. Explore micro-mobility solutions to follow the current moratorium.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 1A.8 Consider statewide tools like State- wide Community Infrastructure Program (SCIP) or Enhanced Infrastructure Financing Districts (EIFD) to finance public realm improvements.

Long-Term $$
1A.9 Explore placemaking through public and private realm improvements including street furniture, lighting, landscaping, tree canopy, public art, and signage (ex.

Corridors like San Antonio, El Camino, Moffett). Encourage a distinctive look and feel for the public and private realm in commercial and neighborhood centers throughout the city to differentiate them.

Long-Term $$$
1B.5 Consider reinvesting parking revenue into enhancing bike and pedestrian access networks and facilities, including additional bike rack locations and bikeway improvements.

Long-Term $
1B.6 Explore how to increase the Community Shuttle frequency, range, and visibility. Long-Term $$ 1B.7 Evaluate reducing or eliminating parking requirements or allowing shared parking with principal uses (for example office or residential) for small neighborhood serving uses in mixed-use development to increase the feasibility of providing such uses.

Long-Term $$
1B.8 Limit new curb cuts and aim to remove overly redundant curb cuts with any future redevelopment along public right of way within neighborhood commercial zones and villege centers.

Long-Term $
1C.6 Explore the viability of a vacant property ordinance or vacancy registry, tax, or other means to incentivize action by landlords with long-term vacancies in ground-floor, street facing properties.

Long-Term $$
1C.7 Pursue business retention visits and attraction initiatives for local and small businesses, such as hosting broker visits and site selection meetings, and engaging with local maker entrepreneurs.

Long-Term $$
1C.8 Engage property owners to activate vacant space with temporary storefront uses, Long-Term $$ 1D.4 When updating Precise Plans, allow for limited non-retail uses as permitted uses along with massing, scale and other design guidance that support placemaking within small business districts in Mountain View.

Long-Term $$
1D.5 Contract with a specialty retail consultancy to help identify and recruit specific retail niches into Mountain View business centers.

Long-Term $$$
2A.7 Consider more flexible zoning and incentives in and around Downtown to encourage innovative sectors and businesses to locate in and close to Downtown.

Long-Term $
2A.8 Consider partnering with private sector and / or non-profit organizations to explore the feasibility of an innovation hub campus, including a City-sponsored or affiliated maker space, potentially utilizing vacant Downtown space as a pilot.

Long-Term $$
Long-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 2D.8 Work with business and building owners to identify easement opportunities to expand public access to existing off-street private parking for employees and customers.

Long-Term $$
2D.9 Support the expansion of bicycle parking facilities and additional new bike facilities within Downtown.

Long-Term $$
3B.7 Support NOVAWorks in expanding its collaboration with educational institutions for targeted curriculum development based on new industry development in target sectors and niche industries as they emerge, especially in technology and green job sectors.

Long-Term $
3C.5 Identify businesses with synergistic relationships to Mountain View’s strongest existing sectors to promote and support new business investment.

Long-Term $
3C.6 Analyze local resident occupational strengths and build industry strategies around identified talent leakage.

Long-Term $
3C.7 Perform periodic analyses of Mountain View employment across clusters to identify and target support and outreach for emerging and growing industries.

Long-Term $$
3C.8 Work with developers that specialize in state-of-the-art turnkey spec and custom facilities for the advanced industries and niches in Mountain View.

Long-Term $$$
4B.6 Identify and consider incentivizing potential community partners to provide free or affordable space for temporary or long-term local micro-business incubation.

Long-Term $
4B.7 Analyze the neighborhood distribution of commercial uses, including neighborhood serving- versus center-based retail, and their impacts on serving various cultures / minority communities in the city.

Long-Term $
4C.5 Build, maintain, and leverage relationships with successful Mountain View tech alumni and venture capital investors to connect emerging entrepreneurs with established resource and knowledge networks.

Long-Term $
4C.6 Initiate mentorship programs, connecting new entrepreneurs with seasoned business leaders in Silicon Valley, either through new program/network development or leveraging existing incubator/accelerator infrastructure.

Long-Term $$
4C.7 Explore whether the City, in partnership with NOVAWorks or others, can provide shared services for business formation for firms outside of an incubator environment, including accounting, legal, regulatory, and hiring services.

Long-Term $$
4D.8 Explore a community benefit program for new development that provides scaling rent opportunities for experiential retail uses for the first two years.

Long-Term $
4F.4 Strengthen a unique sense of place by supporting and leveraging arts, entertainment, and cultural assets to attract new firms, industries, residents, and visitors while supporting existing businesses and sectors.

Long-Term $
4F.5 Initiate a strategic effort to re-invigorate Mountain View’s business image and generate compelling messaging that combines the ideas of Silicon Valley with economic and community vitality and distinguishes Mountain View from other cities.

Long-Term $$$
4F.6 Focus language of the city’s re-imagined business brand and determine where and to whom to communicate it regionally and nationally.

Long-Term $$$
4F.7 Create and popularize a certification program with window and product stickers for unique and niche “Made in Mountain View” products, businesses, or services.

Long-Term $$$
4G.3 Explore the use of rent caps or rental subsidies for small commercial tenants - similar to rent control or voucher programs for residential units.

Long-Term $
4G.4 Expand access to property ownership to marginalized small business owners and non- profits by offering tailored financial services for becoming property owners.

Appendix A. Economic Vitality Strategy Implementation Timeline March 2024 Action Economic Vitality Strategy Project Timeline Cost 5A.4 Assess the City code to identify opportunities to revise permitted uses across employment- generating zoning designations; specifically consider allowing a broader range of uses in retail and mixed-use areas, and restricting low employment density uses in core office and industrial designations (e.g. Charleston Plaza, Rengstorff Center).

Long-Term $
5A.5 Consider incorporating form- based elements to govern architectural character without overly prescriptive limitations on use.

Long-Term $$$
5A.6 Partner with utility providers to expand and market the portfolio of renewably- sourced energy to Mountain View facilities and continue to support the adoption of sustainable building practices in the city.

Long-Term $$
5B.4 Analyze workforce demand for housing product types and prices not currently available in Mountain View.

Long-Term $$$
5D.3 Update the City's business license program to include a commercial landlord license category and fees.

Long-Term $$$
Long-Term Action Items
$ - Cost less than $10,000
$$-Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Economic Development.

APPENDIX B: ECONOMIC VITALITY STRATEGY-
MATRIX
Appendix B. Economic Vitality Strategy Matrix March 2024 Goal 1.

Strategy 1A
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 1A.1 Develop a visual merchandising window display program to aid small businesses in improving their brand and visual appeal.

Immediate $$ ED/Planning/Consultant
1A.2 Consider including in the Public Art Strategy utilization of public spaces, including micro-spaces and pocket parks, to showcase works of public art by local and regional artists.

Short-Term $ ED/PW/CSD
1A.3 Identify business districts and engage Mountain View business owners in evaluating the feasibility of creating a business improvement district (BID) to maintain cleanliness and safety, as well as advertising, promotion, special events, or other activities that promote Mountain View.

Short-Term $$$ ED/Attorney
1A.4 Streamline, update current City regulations to create standards for activating ground floor windows when buildings are vacant or temporarily vacant due to construction.

Mid-Term $ ED/Planning/Attorney
1A.5 Study the funding and creation of a rotating design services loan fund that would support façade changes and American with Disability Access (ADA) improvements.

Mid-Term $$$ ED/Planning/Building
1A.6 Explore adding a citywide live entertainment ordinance that supports busking and other outdoor live entertainment, complying with established decibel levels.

Mid-Term $ ED/Planning/Attorney/P
D
1A.7 Enable sidewalk-serving retail service transactions such as exterior window ordering and pick up outside the building.

Mid-Term $ ED/Planning/PW
1A.8 Consider statewide tools like State- wide Community Infrastructure Program (SCIP) or Enhanced Infrastructure Financing Districts (EIFD) to finance public realm improvements.

Long-Term $$ PW/FASD/ED
1A.9 Explore placemaking through public and private realm improvements including street furniture, lighting, landscaping, tree canopy, public art, and signage (ex. Corridors like San Antonio, El Camino, Moffett). Encourage a distinctive look and feel for the public and private realm in commercial and neighborhood centers throughout the city to differentiate them.

Long-Term $$$ ED/Planning/CSD/PW
Strategy 1B
1B.1 Support neighborhood-serving businesses that are walkable and offer goods and services.

Short-Term $ ED
1B.2 Map and add wayfinding for safe walking and biking routes from different parts of the city to Downtown, including from Rengstorff Park, San Antonio Plaza, Cuesta Park, and others.

Mid-Term $ ED/PW/IS
1B.3 Improve parking permit program communications by deploying web based application for the various parking permit programs the city manages.

Mid-Term $$ ED/IS

Differentiate the character, mix of uses, and visual appeal of Mountain View’s mixed use centers to shoppers, visitors, and quality retailers.

Accelerate transition of Mountain View toward increased walkability and convenient, multimodal access to daily goods and services. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 1B.4 Implement parking wayfinding systems to redirect vehicles to open spaces at peak times within business districts.

Mid-Term $$$ ED/PW
1B.5 Consider reinvesting parking revenue into enhancing bike and pedestrian access networks and facilities, including additional bike rack locations and bikeway improvements.

Long-Term $ ED/PW/FASD
1B.6 Explore how to increase the Community Shuttle frequency, range, and visibility. Long-Term $$ PW/FASD/ED 1B.7 Evaluate reducing or eliminating parking requirements or allowing shared parking with principal uses (for example office or residential) for neighborhood serving uses in mixed-use development to increase the feasibility of providing such uses.

Long-Term $$ Planning/ED/PW
1B.8 Limit new curb cuts and aim to remove overly redundant curb cuts with any future redevelopment along public right of way within neighborhood commercial zones and village centers.

Long-Term $ PW/Planning
Strategy 1C
1C.1 Identify funding sources to provide matching grants to property owners for storefront buildout or alterations with signed tenants.

Immediate $$ ED/CMO/FASD
1C.2 Adopt requirements to activate windows for any vacant uses in Mountain View; set objective standards for the type of activation and appearance.

Short-Term $ ED/Planning
1C.3 Create incentives (such as tax sharing, reduced licensing, or others) for building owners to fill vacancies in street facing storefronts or create temporary activations.

Mid-Term $ ED/CMO/FASD
1C.4 Match vacant storefronts with growing local home-based or shared-space businesses to transition them to brick-and-mortar workplaces.

Mid-Term $ ED/Consultant
1C.5 Consider increasing allowable densities and mix of uses and ensure that development regulations allow and encourage residential and commercial office uses and the desired range of retail sizes and configurations.

Mid-Term $ Planning
1C.6 Explore the viability of a vacant property ordinance or vacancy registry, tax, or other means to incentivize action by landlords with long-term vacancies in ground-floor, street facing properties.

Long-Term $$ ED/CMO/Attorney
1C.7 Pursue business retention visits and attraction initiatives for local and small businesses, such as hosting broker visits and site selection meetings, and engaging with local maker entrepreneurs.

Long-Term $$ ED
1C.8 Engage property owners to activate vacant space with temporary storefront uses, pop- up installations, food carts, and performing arts (ex. Village at San Antonio, Rengstorff Plaza, Moffett Plaza).

Long-Term $$ ED/Planning
Address vacancy in Mountain View and encourage flexible, measured, and diverse growth. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 1D
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 1D.1 Explore an informal liaison within City Hall for landlords and tenants proposing space subdivision, modification, or upgrade projects to move through permitting more quickly.

Short-Term $$ ED
1D.2 Develop a business tool kit, in partnership with the Chamber of Commerce, for posting to the City's website, that will assist retail businesses in understanding permitting processes including information on financing improvements, modifications, and subdivisions.

Mid-Term $ ED/Chamber
1D.3 Identify pro bono support or provide financial support to connect owners, tenants, and subdividers to design services and consulting. Pro bono support might include university students or professional associations.

Mid-Term $$$ ED/Chamber
1D.4 When updating Precise Plans, allow for limited non-retail uses as permitted uses along with massing, scale and other design guidance that support placemaking within small business districts in Mountain View.

Long-Term $$ Planning/ED/CMO
1D.5 Contract with a specialty retail consultancy to help identify and recruit specific retail niches into Mountain View business centers.

Long-Term $$$ ED/Consultant
Support ease of division or modification of existing retail spaces to maximize adaptability to market shifts. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Goal 2.

Strategy 2A
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 2A.1 Engage with existing restaurants and businesses in Downtown to support their retention and minimize displacement resulting from redevelopment.

Short-Term $$$ ED
2A.2 Support the existing Council-adopted Downtown Parking Strategy that calls for updated parking standards and requirements in the Downtown Precise Plan, including new reduced minimum parking requirements that reflect current market demand, and TDM or shared parking credits.

Mid-Term $ ED/PW
2A.3 Develop absorption targets for commercial and residential growth in the update to the Downtown Precise Plan.

Mid-Term $$ Planning
2A.4 Develop absorption targets for commercial and residential growth in the update to the Moffett Blvd. Precise Plan.

Mid-Term $$ Planning
2A.5 Conduct a retail demand survey of residents to help inform efforts to recruit small or mid-size businesses to the Downtown core.

Mid-Term $$ ED
2A.6 Identify partnerships and programming opportunities to activate vacant spaces, with a focus on arts, culture, and entertainment that complements existing restaurant and retail uses.

Mid-Term $$ ED
2A.7 Consider more flexible zoning and incentives in and around Downtown to encourage innovative sectors and businesses to locate in and close to Downtown.

Long-Term $ Planning
2A.8 Consider partnering with private sector and / or non-profit organizations to explore the feasibility of an innovation hub campus, including a City-sponsored or affiliated maker space, potentially utilizing vacant Downtown space as a pilot.

Long-Term $$ ED

REINVIGORATE DOWNTOWN MOUNTAIN VIEW AS A PREMIERE DESTINATION FOR PEDESTRIAN-SCALE SHOPPING, DINING AND SOCIAL ENGAGEMENT Develop an updated Precise Plan to differentiate Downtown and maximize its appeal and drawing power in the city and region $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 2B
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 2B.1 Per the existing Council adopted Downtown Parking Strategy, support the improvement of wayfinding for non-vehicular traffic between employment centers, commercial nodes, public transportation stops, and Downtown.

Short-Term $ ED/PW
2B.2 Work with Mountain View Community Shuttle to reduce headway times and add more direct services during peak hours to and from Downtown to Google’s campus and other major employment centers.

Short-Term $$ PW/ED
2B.3 Strengthen signage and wayfinding on Central Expressway to direct vehicles into Downtown.

Mid-Term $$ PW/County
2B.4 Work with major employers to create and distribute recommended transit, walking, or biking routes that incorporate bike lanes, trails, transit, and businesses.

Mid-Term $$ ED/PW
2B.5 Consider a Passport to Downtown program that highlights existing businesses, restaurants, and events; work with the Chamber, Downtown Business Association, and employers to promote it with residents, visitors, and workers.

Mid-Term $$ ED/Chamber
Strategy 2C
2C.1 Work with local arts and cultural groups to identify and promote entertainment and civic uses that build upon established cultural, entertainment, and civic uses in Downtown.

Short-Term $ ED/CSD
2C.2 Work with regional art galleries, museums, and individuals to encourage permanent or temporary art installations or programming in Downtown, including within vacant spaces.

Short-Term $ ED
2C.3 Identify opportunities for pop-up events or temporary uses in vacant spaces, particularly in partnership with cultural organizations and entrepreneurial-focused organizations like Hacker Dojo, a non-profit working space for engineers, artists, scientists, activists, and other tech entrepreneurs.

Short-Term $$ ED
2C.4 Work with cultural organizations to host additional holiday celebrations and festivals in Downtown.

Short-Term $$ ED/CSD
2C.5 Mine local employers, unions, and employee associations in tech and other industries for trade festival or fair opportunities, including competitions.

Short-Term $$ ED
2C.6 Partner with regional or local tourism and restaurant groups to host events like Restaurant Week or Cocktail Week in Downtown.

Mid-Term $ ED/Chamber
Improve connections between Downtown and other major Mountain View employment centers.

Expand cultural and civic activities in Downtown.
$ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 2D
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 2D.1 Support the resumption and expansion of valet parking service for Downtown businesses.

Short-Term $ ED/PW
2D.2 Support transparent parking enforcement with clear communication, real time data, and dynamic curb management.

Short-Term $ PD/PW
2D.3 Conduct outreach to Downtown businesses to spur participation and representation in a Parking Benefit District (PBD) oversight committee.

Short-Term $ ED
2D.4 Partner with other City departments, state agencies, and local employers to offer multimodal incentives for employees and customers.

Mid-Term $$$ PW
2D.5 As recommended in the approved Downtown Park Strategy, implement parking solutions like dynamic (demand-based) pricing in public parking spots in mixed use centers during peak hours.

Mid-Term $$$ ED/PW/PD
2D.6 Consider a small business employee access program that offers reduced parking permit fees and/ or incentivized use of transit, micro-mobility options, and carpooling.

Mid-Term $$ ED/PW
2D.7 Update and simplify systems and signage to ease navigation and ease use of parking. Mid-Term $$ ED/PW 2D.8 Work with business and building owners to identify easement opportunities to expand public access to existing off-street private parking for employees and customers.

Long-Term $$ ED/Attorney/PW
2D.9 Support the expansion of bicycle parking facilities and additional new bike facilities within Downtown.

Long-Term $$ PW
Strategy 2E
2E.1 Support and leverage Castro Street Pedestrian Mall improvements – including pavement enhancement, a new central walkway, sidewalk and patio license enhancements, and cleanup of City furnishings and storm drains – to boost unique Downtown programming in the public and public-private realms.

Short-Term $$ PW/CSD
2E.2 Support grassroots community programming ideas and implementation at Civic Center Plaza through grants or in-kind assistance to applicants including private citizens and local businesses.

Short-Term $$ ED/CSD/FASD
2E.3 Build on the success of Mountain View’s Farmer’s Market, Music on Castro, KidStock, and other Downtown experiences to create more regularly occurring public events that showcase Downtown businesses.

Short-Term $$ ED/CSD/PW
2E.4 Continue to enhance and program public gathering spaces in Downtown Mountain View that make people feel welcome, such as a playground or interactive water feature, inviting street musicians, re-commencing and expanding Taste of Mountain View, and / or facilitating open houses at Downtown startup spaces.

Mid-Term $$ PW/CSD/ED
Support the Council-adopted Downtown Parking Strategy’s efforts to improve the management, supply, access, and regulation of parking benefiting Downtown businesses, visitors, and workers.

Create an authentic and unique sense of place in and experience of Downtown Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Goal 3.

Strategy 3A
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 3A.1 Maintain a database to identify local businesses the City visits and track progress in meeting their needs.

Immediate $ ED
3A.2 Expand collaboration opportunities with the Mountain View Chamber of Commerce and Downtown Business Association, such as partnering with the Chamber to collaborate on retention visits and business engagement.

Immediate $ ED/Chamber
3A.3 Engage and follow up with key businesses to coordinate, consult and offer technical assistance and a small business program for retention or expansion.

Immediate $ ED
3A.4 Collaborate with existing and new partners on periodic events to connect the business community to City permitting and license assistance, and real estate, financing and workforce resources.

Immediate $ ED
3A.5 Clarify the City’s procurement processes and market contracting and purchasing opportunities to local businesses.

Immediate $ ED
3A.6 Evaluate, refine, and expand current marketing materials and business development tools, including financial and technical resources, and make these broadly accessible on the City’s website in multiple languages representative of the community.

Short-Term $ ED
3A.7 Consider development of a business appreciation program focused on retention of companies currently headquartered in Mountain View.

Short-Term $ ED
3A.8 Consider developing a program where fast-scaling businesses can pay a premium, linked to the number of employees, for faster building permit processing associated with tenant improvements and tooling installation.

Mid-Term $$ ED/CDD
3A.9 Explore a City financing plan for commercial linkage fees owed by small businesses or property owners looking to expand.

Mid-Term $$ ED/FASD/Attorney
3A.10 Implement a land management system that allows for better tracking of property, tenants, and permits and is accessible across departments and interactive with existing software systems.

Mid-Term $$$ CDD/IS
Strategy 3B
3B.1 Offer economic development policies and programs to the diverse cultural identities of Mountain View’s small business base and translate materials and outreach into Mountain View's primary languages.

Immediate $ CDD/CMO
3B.2 Leverage NOVAWorks’ existing partnerships with K-12, Higher Education, and local Community Based Organizations to develop training programs that cater to the unique needs of underrepresented groups.

Short-Term $ ED/NOVAWorks
3B.3 Identify, inventory, and engage industry associations attached to target sectors, such as Biocom California and California Life Sciences, to maintain a cutting edge understanding of available workforce resources and diversity initiatives.

Mid-Term $ ED
GROW MOUNTAIN VIEW’S PROVEN, ADVANCED INDUSTRIES THROUGH SUPPORT FOR ESTABLISHED EMPLOYERS, BUSINESS ATTRACTION, INNOVATION, Develop targeted, highly effective business retention and expansion assistance.

Support employers’ needs for a diverse workforce and make Mountain View and its business community champions for equity and shared prosperity. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 3B.4 Encourage and support the creation of a roundtable forum for major employers in Mountain View and across Silicon Valley to share policies and best practices in diversity, equity, and inclusion (DEI).

Mid-Term $ ED/Private Companies
3B.5 In collaboration with workforce development agencies and other partners, such as Science Form Scientists, monitor and increase participation of underrepresented groups in skills training and workforce development or education programs, especially in STEM (Science, Technology, Engineering, Math)-related fields, and share out prospects with local employers.

Mid-Term $ ED/CMO
3B.6 Collaborate with leading workforce development and business agencies, specifically NOVAWorks, SBDC, ReWork the Bay, and SCORE, and educational institutions, like Foothill College and DeAnza College, to link both businesses and workers in target sectors to programmatic support, including local training opportunities and career pathway assistance.

Mid-Term $ ED/Partners
3B.7 Support NOVAWorks in expanding its collaboration with educational institutions for targeted curriculum development based on new industry development in target sectors and niche industries as they emerge, especially in technology and green job sectors.

Long-Term $ ED/NOVAWorks
Strategy 3C
3C.1 Investigate the feasibility of tax sharing or credit programs that support business investment.

Short-Term $ ED/CMO/FASD
3C.2 Establish business attraction targets for Artificial Intelligence (AI), autonomous vehicles, sensors and tracking, medical devices, life sciences, biotech, optics and photonics, health care, climate / green industries, and R&D.

Mid-Term $ ED
3C.3 Monitor land capacity and building inventory for advanced industries on an ongoing basis, and audit existing uses. As necessary, consider expanding zoning to allow complementary, supportive, or inter-related allowable uses.

Mid-Term $ ED/Planning
3C.4 Connect small businesses and startups doing R&D with SBA’s SBIR (Small Business Innovation Research) program and provide application guidance; explore other avenues of grant assistance for small businesses under 100 employees.

Mid-Term $ ED/Chamber
3C.5 Identify businesses with synergistic relationships to Mountain View’s strongest existing sectors to promote and support new business investment.

Long-Term $ ED
3C.6 Analyze local resident occupational strengths and build industry strategies around identified talent leakage.

Long-Term $ ED
3C.7 Perform periodic analyses of Mountain View employment across clusters to identify and target support and outreach for emerging and growing industries.

Long-Term $$ ED
3C.8 Work with developers that specialize in state-of-the-art turnkey spec and custom facilities for the advanced industries and niches in Mountain View.

Long-Term $$$ ED/NOVAWorks
Identify and cultivate new niches within advanced industries and grow and diversify other, established sectors. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 3D
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 3D.1 Work with site selectors and brokers in targeted sectors to support business attraction.

Immediate $ ED
3D.2 Strengthen the partnerships along with facilitating the growth and development of Fogarty Institute incubator, Y-Combinator, Hacker DoJo and other incubators and accelerators in Mountain View.

Immediate $ ED
3D.3 Promote the local creative economy to attract more creative organizations and individuals to the city.

Immediate $ ED
3D.4 Identify and conduct outreach to firms within Mountain View’s targeted sectors. Short-Term $ ED 3D.5 Conduct city tours with target sector companies and site selectors and highlight the community’s available properties, unique character, and key amenities.

Short-Term $ ED
3D.6 Develop a suite of programs and tools made available on the City’s website to locate headquarters in Mountain View across target industries.

Short-Term $ ED
3D.7 Act as a liaison between entrepreneurs and companies in appropriate health-related fields including the Fogarty Institute.

Short-Term $ ED
3D.8 Utilize partners such as NOVAWorks’ extensive networks to attract businesses by showcasing the skilled and diverse workforce of our region.

Short-Term $ ED/NOVAWorks
Market Mountain View to businesses in specific target sectors and niches $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Goal 4.

Strategy 4A
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 4A.1 Enhance education and outreach to existing micro, small, mid-sized, and ethnic businesses on the array of small business support resources, including business planning, market research, financing, incentives, workforce development, as well as networking events and other assistance.

Immediate $ ED
4A.2 Tailor small and mid-sized business outreach and resources to the diverse cultural identities in Mountain View with translation and multi-cultural liaisons.

Immediate $ ED/CMO
4A.3 Re-assess and evaluate City insurance requirements associated with basic contracting, arts installations and patio licensing to support and encourage small business activations and utilization.

Short-Term $ ED/FASD
4A.4 Develop a multilingual online small business toolkit to assist in navigating the City permitting processes for space development and licensing.

Short-Term $ ED/CDD/CMO
4A.5 Augment a preference policy for small, local, and independently owned businesses in City procurement.

Short-Term $ ED/FASD
4A.6 Evaluate City code changes that may provide flexibility when requiring use permits for a small and mid-sized business-related development that may not be able to meet parking requirements.

Mid-Term $ ED/CDD
4A.7 Develop and track performance metrics around small business permitting process efficiency, time, cost and outcomes.

Mid-Term $$ CDD
4A.8 Identify partners to provide trainings to small and mid-sized business owners on leasing or purchasing commercial property and lease negotiations.

Mid-Term $$ ED/Chamber
4A.9 In larger developments, explore partnering with private developers to negotiate Community Benefits Agreements (CBAs) reserving ground floor spaces for small and local businesses.

Mid-Term $$ ED
4A.10 Seek opportunities with small business organizations to partner on micro business training with potential startup grants for completion.

Mid-Term $$ ED
4A.11 Develop a formalized program or toolkit that both educates and helps ensure businesses are compliant with the Americans with Disabilities Act (ADA) through the use of Certified Access Specialists (CASp).

Mid-Term $$ ED/Building
Strategy 4B
4B.1 Identify opportunities to better support creative workers, including artists and performers, by assisting or connecting them with affordable live-work studio spaces.

Immediate $$ ED/Housing
4B.2 Support community-centric local organizations, like Hacker DoJo (which subsidizes fees based on need) and NOVAWorks, that nurture entrepreneurs that stay and grow within Mountain View.

Short-Term $$ ED/Partners
4B.3 Examine and implement best practices regarding business zones supportive of independent and locally-owned small business for select areas of Mountain View.

Mid-Term $ ED
HELP SMALL, LOCAL, AND INDEPENDENTLY OWNED BUSINESSES FLOURISH IN MOUNTAIN VIEW.

Develop and communicate policies and programs designed to assist small and mid-sized businesses.

Support local businesses that foster an authentic Mountain View commercial-cultural identity in the city’s neighborhoods. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 4B.4 Engage with larger employers who have vacant spaces that could be put into productive public use via pop-up kitchens, maker spaces, 3D printing library, or co- working spaces.

Mid-Term $ ED
4B.5 Evaluate creation of a Legacy Business Program that provides grants to small businesses, and to owners committing to extending leases to tenants.

Mid-Term $$ ED/FASD
4B.6 Identify and consider incentivizing potential community partners to provide free or affordable space for temporary or long-term local micro-business incubation.

Long-Term $ ED
4B.7 Analyze the neighborhood distribution of commercial uses, including neighborhood- serving versus center-based retail, and their impacts on serving various cultures / minority communities in the city.

Long-Term $ ED/Planning
Strategy 4C
4C.1 Institute regular listening sessions or interviews in the entrepreneurial community to keep abreast of the local entrepreneurial ecosystem and its needs and trends.

Short-Term $ ED
4C.2 Explore partnerships with NOVAWorks, SBDC, SCORE, Foothill College, Hacker Dojo, and DeAnza College for entrepreneurship training in Mountain View.

Short-Term $ ED/CMO
4C.3 Create a one-stop online resource on the City’s website for entrepreneurs to learn about and access various types of financial support including small business loans, grants, and financial tools.

Mid-Term $ ED
4C.4 Encourage the adaptive reuse of vacant buildings and commercial spaces by local entrepreneurs or non-profits with potential permit-fee waivers, faster timeline for eligible projects, and other assistance. Consider partnering with local organization, such as Hacker DoJo, on an adaptive re-use pilot project.

Mid-Term $$ CDD/FASD/Attorney
4C.5 Build, maintain, and leverage relationships with successful Mountain View tech alumni and venture capital investors to connect emerging entrepreneurs with established resource and knowledge networks.

Long-Term $ ED
4C.6 Initiate mentorship programs, connecting new entrepreneurs with seasoned business leaders in Silicon Valley, either through new program/network development or leveraging existing incubator/accelerator infrastructure.

Long-Term $$ ED
4C.7 Explore whether the City, in partnership with NOVAWorks or others, can provide shared services for business formation for firms outside of an incubator environment, including accounting, legal, regulatory, and hiring services.

Long-Term $$ ED
Support and sustain a new generation of successful founders and entrepreneurs. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 4D
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 4D.1 Inventory available spaces and requirements to develop actionable plans to support the successful siting of new businesses.

Immediate $ ED
4D.2 Identify strategic partners, including artists, developers, non-governmental organizations, synergistic retailers, and recreational resources that can help attract desired retailers.

Immediate $ ED
4D.3 Support the creation and growth of unique, locally grown experiential retailers through pop up activations in prominent, visible local spaces from homes to storefronts.

Immediate $$ ED
4D.4 Engage with niche experiential retailers to understand their specific needs such as access, signage and marketing, and local costs of doing business to help attract their future investment.

Mid-Term $ ED
4D.5 Designate areas in Mountain View for food trucks and invite successful mobile food and beverage businesses from throughout the region to do business in Mountain View.

Mid-Term $ ED/PW
4D.6 Identify and market opportunities for specific lines of business by refreshing the retail leakage analysis to include prospective tenants and niche businesses.

Mid-Term $$ ED
4D.7 Consider partnering with NOVAWorks to identify market gaps and align workforce capabilities to support these niche areas.

Mid-Term $$ ED
4D.8 Analyze local resident occupational strengths and build industry strategies around identified talent leakage.

Long-Term $ ED/Planning/Housing
Recruit small businesses that offer products and experiences missing in Mountain View. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 4E
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 4E.1 Explore partnerships with other food services businesses to explore sub leases, co- ops, and other space rental options.

Short-Term $ ED/Chamber
4E.2 Convene investors, brokers, and developers to seek investment in Latino businesses and commercial developments to serve a Latino business strategy.

Short-Term $ ED
4E.3 Help identify locations in Mountain View where Latino businesses may serve multiple demographics and have access to many markets.

Mid-Term $ ED
4E.4 Collaborate with local partners to seek interest in funding and supporting a commercial kitchen designed to serve Latino and other food businesses in Mountain View.

Mid-Term $$ ED
4E.5 Explore Downtown vacancies as a near-term and long-term fit for Latino entrepreneurs and food & beverage businesses.

Mid-Term $$ ED
4E.6 Replicate this model for other underserved entrepreneur communities in Mountain View.

Mid-Term $$ ED
Strategy 4F
4F.1 Strengthen messaging that Mountain View is a safe and welcoming business environment.

Immediate $ ED
4F.2 Inventory Mountain View’s assets, progress, and innovations to assess what defines the city and distinguishes it within the region.

Mid-Term $ ED/CMO
4F.3 Leverage new and upgraded infrastructure, public realm design improvements, and development as opportunities to reinforce the revamped brand of Mountain View.

Mid-Term $ ED/CMO
4F.4 Strengthen a unique sense of place by supporting and leveraging arts, entertainment, and cultural assets to attract new firms, industries, residents, and visitors while supporting existing businesses and sectors.

Long-Term $ ED
Support growing Latino entrepreneurial and small business enterprises in food and beverage and other industries.

Initiate a re-imagined identity and business branding campaign positioning and promoting Mountain View at the intersection of Silicon Valley and community and economic vitality.
$ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 4F.5 Initiate a strategic effort to re-invigorate Mountain View’s business image and generate compelling messaging that combines the ideas of Silicon Valley with economic and community vitality and distinguishes Mountain View from other cities.

Long-Term $$$ ED/CMO
4F.6 Focus language of the city’s re-imagined business brand and determine where and to whom to communicate it regionally and nationally.

Long-Term $$$ ED/CMO/Consultant
4F.7 Create and popularize a certification program with window and product stickers for unique and niche “Made in Mountain View” products, businesses, or services.

Long-Term $$$ ED
Strategy 4G
4G.1 Connect vulnerable small business owners and tenants to technical assistance consulting and resources.

Immediate $ ED
4G.2 Provide assistance to businesses such as lease consulting, or third-party master leasing of ground floor mixed-use retail space, in areas experiencing gentrification and displacement.

Short-Term $$ ED/Consultant
4G.3 Explore the use of rent caps or rental subsidies for small commercial tenants - similar to rent control or voucher programs for residential units.

Long-Term $ ED/Attorney
4G.4 Expand access to property ownership to marginalized small business owners and non- profits by offering tailored financial services for becoming property owners.

Long-Term $$ ED
Implement anti-displacement policies that provide temporary and long-term solutions that keep businesses in place. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 GOAL 5.

Strategy 5A
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 5A.1 In partnership with the Mountain View Chamber of Commerce, develop a process to periodically engage business leaders on Mountain View's planning and development policies and processes.

Immediate $ ED/Chamber
5A.2 In tandem with Strategy 3D, pursue zoning changes to ensure land availability for advanced industries and other target sectors.

Mid-Term $ ED/Planning
5A.3 Explore possible rezoning to better accommodate regionally in-demand uses, including non-hospital health offices, office space, industrial space, and wet labs.

Mid-Term $ ED/Planning
5A.4 Assess the City code to identify opportunities to revise permitted uses across employment- generating zoning designations; specifically consider allowing a broader range of uses in retail and mixed-use areas, and restricting low employment density uses in core office and industrial designations (e.g. Charleston Plaza, Rengstorff Center).

Long-Term $ ED/Planning
5A.5 Consider incorporating form- based elements to govern architectural character without overly prescriptive limitations on use.

Long-Term $$$ Planning/ED
5A.6 Partner with utility providers to expand and market the portfolio of renewably- sourced energy to Mountain View facilities and continue to support the adoption of sustainable building practices in the city.

Long-Term $$ ED
Strategy 5B
5B.1 Align the City’s economic development work program with Housing Element policy to reinforce the City’s commitment to provide housing that will be available for Mountain View workers.

Short-Term $ ED/Housing
5B.2 Explore possible City roles in facilitating, supporting, and assisting the creation and expansion of childcare services.

Mid-Term $ ED/CMO/Planning
5B.3 Work with existing and new partners to address systems supportive of employee retention, including childcare, education, transportation, housing needs, and other social services.

Mid-Term $$ ED
5B.4 Analyze workforce demand for housing product types and prices not currently available in Mountain View.

Long-Term $$$ ED/Housing
UPDATE MOUNTAIN VIEW’S DEVELOPMENT POLICIES TO PROVIDE CLARITY AND CER- TAINTY FOR NEW USES THAT ALIGN WITH THE ECONOMIC VITALITY Identify workforce housing and supportive service challenges with critical economic development implications for prioritization and direct action.

Build adaptability into land use and development codes with provisions that respond to changing demands of commercial and industrial users. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
Appendix B. Economic Vitality Strategy Matrix March 2024 Strategy 5C
Action Economic Vitality Strategy Project Timeline Cost Team Progress Update 5C.1 Create a dedicated business ambassador response team to handle permits for designated critical development areas (e.g., Downtown, San Antonio Center, major industrial areas).

Immediate $ CDD/PW
5C.2 Allocate resources toward increasing staff to handle permitting processes more quickly and efficiently.

Mid-Term $$$ CDD/HR
5C.3 Building upon the new development services website, provide easier access to understanding City permitting procedures and getting in contact with City staff with new or expanded user-friendly online resources and / or expanded office hours.

Mid-Term $$ CDD/IS
Strategy 5D
5D.1 Review requirements for Conditional Use Permits for proposed reductions in required parking for Mountain View uses.

Mid-Term $$ Planning/PW/ED
5D.2 To support new mixed-use development that includes commercial uses, evaluate the necessity for requiring change of use permits following initial construction.

Mid-Term $$$ Planning
5D.3 Update the City's business license program to include a commercial landlord license category and fees.

Long-Term $$$ FASD/CMO
Strategy 5E
5E.1 Continue to implement development regulations that encourage or require through- block pedestrian connectivity in existing or potential pedestrian corridors.

Mid-Term $$$ Planning/PW
5E.2 Collaborate with the Transportation Management Association (TMA) to assess the efficacy of existing Community Shuttle and MVgo service levels and routes in linking major employment hubs with Downtown and other commercial centers.

Mid-Term $$ PW/ED
5E.3 Work with employers to assess gaps and opportunities for improvement in non- motorized and public transportation. Explore micro-mobility solutions to follow the current moratorium.

Mid-Term $$ ED/PW
Clarify and streamline permitting processes and nurture a business climate that clearly differentiates Mountain View from its neighbors.

Evaluate and adapt policies, regulations, and enforcement to avoid disproportionate or adverse impacts on small businesses.

Improve connections between the city’s commercial and industrial areas to foster easier access for collaboration. $ - Cost less than $10,000
$$- Cost between $10,000-$50,000
$$$- Cost more than $50,000
Immediate= Less than a year
Short-term= 1-2 years
Mid-term= 3-5 years
Long-term= More than 5 years
Updates to be coordinated by Econ Dev
APPENDIX C: ECONOMIC VITALITY STRATEGY-

MEASURES OF SUCCESS
Appendix C. Economic Vitality Strategy-Measures of Success March 2024 Current Rates Goal 1 Goal 2 Goal 3 Goal 4 Goal 5
Office Vacancy Rate in Mountain View.
(target 10%)

20.2%
Retail Vacancy Rate in Mountain View.
(target 5-7%)

4.1%
Downtown Office Vacancy Rate.
(target 10%)
25%
Downtown Retail Vacancy Rate.
(target 5-7%)

8.5%
Percent growth in year over year sales Tax Receipts
in the Downtown.
(target 2%-4%)
-8.50%
Number of unique visitors to Economic
Development Business Resources page.

TBD
Number of businesses assisted by Economic
Development Small business trainings and
bi
5 Percent of Economic Development business
resources translated into other languages
13%
Number of business establishments in downtown 334
New business startups as a percentage of all
businesses in the City
(target 15-20%)
11%
Number of storefronts receiving design assistance
for façade improvements or window activations
TBD
Number of businesses receiving retention services
by Economic Development staff
9%
Number of square feet supporting
commercial/industrial activities
(target 26 million sq. ft.)

29.1 million
sq. ft.

Percent of Economic Development assisted
businesses receiving permit facilitation services
15%
Measures of Success
Economic Vitality Goals
Source: Costar Analytics Submarket Reports (April 2024), Mountain View Business License (December 23), HdL (Q4 2024), Economic Development team statistics.

APPENDIX D: LANDSCAPE ASSESSMENT
February 2023

MOUNTAIN VIEW

ECONOMIC VITALITY STRATEGY

EXISTING CONDITIONS & LANDSCAPE ASSESSMENT
Discussion Draft

INTRODUCTION
Background & Purpose
This Existing Conditions & Landscape Assessment provides a snapshot of the drivers of Mountain View’s economy and other community development concerns. It serves as a reference for the City’s Economic Vitality Strategy, intended to ground strategies in data and align perspectives for collaboration.

Methods
The Existing Conditions & Landscape Assessment relies on existing data sources, as well as outreach to local experts to understand data implications. The report provides analysis of comparison cities where useful, to place in context key Mountain View metrics for the Economic Vitality Strategy.

This interim discussion draft provides work -in-progress findings, as well as a roadmap for forthcoming analysis.

About this Report
This report is suitable for printing, but has been formatted with the intent to be read on a desktop computer. In some cases, the same exhibits appear on subsequent slides. This is intentional to keep the visual reference while the text proceeds.

February 2023 2Landscape Assessment Interim Discussion Draft

CONTENTS

FINDINGS SUMMARY

APPENDIX
3 02
03 04
05 February 2023

DEMOGRAPHIC AND

ECONOMIC CHARACTERISTICS

LAND USE AND MARKETS

WORKFORCE
Landscape Assessment Interim Discussion Draft
01 OVERALL
• Local residents and businesses in Mountain View are
aligned on quality of life and community development
concerns among the City’s top ranking needs for a vital economy. Businesses see these concerns as critical to attract and retain talent; residents see the same issues as
community development needs.
• Housing costs rank high as a challenge for all. From 2010 to 2021, the city added 8 times more jobs than housing units, contributing significantly to regional and housing
challenges.
• Neighborhood concerns, especially in Downtown Mountain View, include access and mobility (parking, traffic circulation, transit, and non-motorized access), as well as
accommodating more office and retail space in Downtown, and higher end retail destinations citywide, and housing citywide.
• Many of the city’s business parks are ready for reinvestment and capital improvements. Major employers have
transformed large areas and specific blocks, yet many
underdeveloped and aging business parks are suitable for improvement and on -site changes (parking, greater density.

FINDINGS
4Landscape Assessment Interim Discussion DraftFebruary 2023 Mountain View Downtown Association
OfficeSpace.com

GROWTH TRENDS
• Mountain View is integral to a dynamic
region. Mountain View shares growth trends
and serves a similar role in the region’s
economy as its neighbors.
• Mountain View has close ties to global
companies locally and throughout the Bay
Area, supported by local institutions and
strong community interests in Mountain
View.
• New trends affect the region, some of which
offset each other in Mountain View.

Regionwide, out -migration to other
California cities and parts of the US are a
concern, although Mountain View recently
has increased its share of regional growth.

New remote working trends make easier the
movement of residents and workers
throughout the regional and global
economy.

FINDINGS
5Landscape Assessment Interim Discussion DraftFebruary 2023

BUSINESSES & INDUSTRIES
• Mountain View is anchored by large tech employers that attract high-skill and high -wage workers .
• Technology companies and professional services lead local employment, followed by marketing and design, and e-
commerce.
• Retail and finance, insurance, and real estate are
underrepresented for a city the size of Mountain View, in terms of jobs.
• Retail is a concern for some stakeholders with a perception that the City is “leaking” retail sales to other places. Analysis does not support that finding, as taxable retail sales per capita for consumer retail in Mountain View generally match regional trends. The daytime population in Mountain View, however, presents unrealized upside opportunity, when factoring in workers coming in from elsewhere.
• A lack of racial diversity, locally and regionally, across business owners and startup founders represents an opportunity to improve the area’s economic inclusion and equity.

COVID -19 IMPACTS ON LAND USE
• The pandemic has reshaped the workforce and
demand for office space among some of the
region’s largest employers.
• Bay Area employers now expect 20 -30% of their
workforce to remain fully remote in the long -term.

Only a small share are expanding office space in
the Bay Area; the majority of employers are
decreasing or consolidating existing space.

CURRENT TECHNOLOGY LAYOFFS
• These data do not yet reflect ongoing layoffs by
tech companies. In 2023 to date, Google
announced it will layoff 12,000 employees across its
company, and Microsoft, Amazon, Salesforce, and
Meta are cutting a combined 46,000 jobs
(worldwide).
• Layoffs will have an impact on the region’s
workforce (including migration and housing need)
as well as demand for office space.

HOUSING
• Mountain View and the surrounding region have set
forth ambitious housing goals to plan for new
housing units affordable to low -income levels. In
accordance with these goals, Mountain View plans to
accommodate 11,100 new housing units, 40% of
which are planned for very low -income households.
• Recent housing production in Mountain View did not
align with the City’s most recent housing goals and
state-mandated affordable housing allocations.

Sustained underproduction of affordable housing
units will result in an increasingly large shortfall of units affordable to low - and moderate -income
households.

FINDINGS
6Landscape Assessment Interim Discussion DraftFebruary 2023 Workforce Findings
• Mountain View’s labor force participation rate was 61% in 2021, which was 9% higher than Santa Clara county’s
(52%, 2021).
• Santa Clara county's unemployment rate was 12%
resulting from the COVID -19 pandemic. However
in 2022, the county's rate decreased down to 1.8%.
• Pre-pandemic, the share of Mountain View workers
that also reside in the city was 9% (2019). Nineteen
percent of workers who commute into Mountain View
live in San Jose. Cities in the South Bay garner the
highest share of residents who work in Mountain View,
at 14%(2019).
• Nineteen percent of Mountain View residents work in
Mountain View (2019). Cities on the Peninsula garner
the highest share of commuters from Mountain View,
at 20% in aggregate (2019).
7Landscape Assessment Interim Discussion DraftFebruary 2023 Googleplex, Wikipedia
Swig Company

WORKFORCE
Source: California Employment Development Department, 2022; CAI, 2023.

Source: California State Association of Counties, 2022; ACS, 2022; CAI, 2023. • As of 2021, Santa Clara County’s population reached 1.93 million residents and a labor force of 999,500 – a labor force participation rate of 52% (Exhibit 1). Since 1990, the labor force participation rate in Santa Clara County varied between 48% (2006) and 58% (1998-1999).
• 49,700 individuals make up the Mountain View
resident labor force ( 2021). The City’s labor force
participation rate is 9% higher than Santa Clara County and 17% higher than California as a whole. Relatively
higher rates of labor force participation help to ensure local businesses can find and hire employees.
• Employment typically goes through cycles closely tied to economic recessions. As shown in Exhibit 2, the
Santa Clara County unemployment rate reflects the
most recent recessions in 1990 -1991, 2000 -2001, 2007- 2010, and the recession resulting from the COVID -19
pandemic.

EXHIBIT 2. UNEMPLOYMENT RATE,
SANTA CLARA COUNTY, 1990-2022
EXHIBIT 1. LABOR MARKET PARTICIPATION
RATE, SANTA CLARA COUNTY, 1990-2021
8Landscape Assessment Interim Discussion DraftFebruary 2023

WORKFORCE
Source: U.S. Census Bureau LEHD, 2019; CAI, 2022.
• Workers in Mountain View generally come
from places south and east. About 19% live in
San Jose alone.
• Only 9% of jobs in Mountain View are held by
local residents. The share of local workers that
also resides in Mountain View has increased
only slightly (less than one percent) since 2010
(also 9%).

EXHIBIT 3. LABORSHED, MOUNTAIN VIEW
BASED JOBS, 2019
EXHIBIT 4. RESIDENCES OF

WORKERS WHOSE JOBS ARE
BASED IN MOUNTAIN VIEW, 2019
Source: U.S. Census Bureau
LEHD, 2019; CAI, 2022.

Nearly 90,000 people worked at jobs
located in Mountain View pre -pandemic.

They came from all over the region, as far
as San Francisco and East Bay.
9Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 5. COMMUTESHED, MOUNTAIN
VIEW RESIDENT WORKFORCE, 2019
• 51% of Mountain View residents work in either
Mountain View, Palo Alto, San Jose or Sunnyvale
(combined). 19% of Mountain View residents work in
Mountain View. ( 2019)
• The other half of workers primarily go northward on the Peninsula, then to South Bay and East Bay workplaces.
• The City has a resident unemployment rate of 3.4%
(2021).

Source: U.S. Census Bureau
LEHD, 2019; CAI, 2022.

EXHIBIT 6.WORKPLACE

DESTINATIONS OF MOUNTAIN VIEW
RESIDENTS, 2019
Mountain View residents generally stay
closer to home for work.

Source: U.S. Census Bureau LEHD, 2019; CAI, 2022.
10Landscape Assessment Interim Discussion DraftFebruary 2023

Land Use Findings
• Residential uses account for the largest share (42%) of land in Mountain View (2019), with a significant amount zoned as R -1. This is also true of its neighboring cities, but they allow for a greater number of units per acre on lands zoned for single family uses.

Sunnyvale and San Jose allow for 7 and 8 units per acre, respectively. In comparison, Mountain View allows for one dwelling unit per parcel. Due to the lack of parcel land use data accessibility/coverage and corresponding city code ordinances, a quantitative comparison cannot be made.
• Research and development space and other office spaces combined account for 16% of the city's land use ( 2019). These are primarily located in North Bayshore and east Whisman neighborhoods.
• Six percent of the city's land is occupied by retail uses (2019). Retail clusters primarily run along El Camino Real, Castro Street, and the southwest corner of North Bayshore. • The distribution of residential and employment -generating land uses across the city creates connectivity challenges, with major employment centers cut off from residential areas by rail and highway infrastructure. The city is attempting to address connectivity issues between North Bayshore and downtown with the Castro Grade Separation and Transit Center Access Improvements and Shoreline Boulevard Corridor Study efforts.
• Parking requirements, in -lieu fees, and other costs related to permitting and entitlements are a barrier for small-business owners. These costs can significantly increase the money needed for a startup and become prohibitive for small businesses. 11Landscape Assessment Interim Discussion Draft
Mountain View stakeholders have
questions and concerns about
land use:
• The connectivity between
major employment centers and
local businesses, which impacts
access to spending from the
city’s daytime population, ranks
high among stakeholders'
concerns.
• Downtown is the hub for
shopping, dining, and other
goods and services for residents.

There is a need for higher
density offices to promote retail
accessibility.
• Land use should reflect
community interest and foster
economic development.

February 2023

LAND USE
• Downtown ranks high among stakeholders’ concerns for
shopping and services for Mountain View residents. Higher density offices in and around downtown would support more retail and restaurants in the downtown core.
• The major employment centers rank high for stakeholders’ concerns related to access to jobs , industry mix in the local economy, daytime population impacts , and connection to shopping and residential areas in the city. These areas are concentrated in the north end of the city, as well as to the east around Moffett Field and toward San Jose.
• The central and southern portions of the city are largely occupied by single family residential uses. Higher density, multifamily housing is primarily concentrated in the central portion of the city, distributed east -west generally.
• The “ right mix” of land use should reflect community interest and political will . Occupancy rates and prices reflect market demand for the supply of each land use. The
repercussions of the market affect residents and businesses alike and have a bearing on economic development citywide.

Mountain View’s overall land use patterns
challenge connections between major
employment centers with downtown and other
commercial nodes; promotes an “ us and them”
identity for workers and residents.

Source: City of Mountain View Open GIS Portal, 2019; CAI, 2022. 12 EXHIBIT 7. MOUNTAIN VIEW PARCEL LAND USES
Landscape Assessment Interim Discussion DraftFebruary 2023 Connectivity to downtown Mountain View
remains an obstacle for the city.

Connectivity to downtown, especially from North Bayshore, is an ongoing concern for Mountain View. If workers were to return to the office, the difficulty of reaching downtown from the primary hub of tech offices in North Bayshore may still hinder downtown revitalization.

Current efforts to address Mountain View’s connectivity challenges include:
• Castro Grade Separation and Transit Center Access
Improvements , which is currently in a more detailed design and environmental clearance phase. This project aims to serve the growing demand on the transit center and Caltrain’s plans for an increase in train volumes crossing Castro Street.
1 • Shoreline Boulevard Corridor Study , for which the City is currently implementing capital projects to complete the detailed design of the project, including the pedestrian/bicycle bridge over US-101 and reversible bus lanes.
2 • MVgo , themember-driven shuttle service, has recovered to about one-quarter the pre -pandemic daily ridership. In August 2022, Waze shut down its carpool partnership with MVgo.
13 1 City of Mountain View
2 Ibid
EXHIBIT 8. TRANSIT IN MOUNTAIN
VIEW, 2023
Source: CA Open Data Portal, 2022; City of Mountain View, 2022; CAI, 2023.

Landscape Assessment Interim Discussion DraftFebruary 2023 Mountain View stakeholders have
questions and concerns about access to
housing citywide:
• Major employers worry about talent
attraction and access to housing.
• Civic leaders fear the city is only
accessible to very high incomes and are
concerned by the loss of community
diversity.
• Housing prices challenge access to
workers at retail, restaurants, consumer
services, as well as public schools and a
myriad of other organizations that the
City would like to thrive in Mountain
View.

Housing Findings
• Area Median Income (AMI) for the San Jose – Sunnyvale – Santa Clara HUD metro area is $168,500. About 61% of Mountain View households are high income (incomes greater than $199,000 or 120% AMI) and 69% of all households are not cost burdened. Renters are more likely to be cost burdened than homeowners.
• Housing production since 2015 in Mountain View did not align with the City’s most recent housing goals and state -mandated affordable housing allocations. The number of permits issued for housing units affordable to high -income households (those earning more than 120% AMI) were three times higher than the number allocated by the state.

Permits were issued for only 24% of allocated units deemed by the state as affordable to very low - and low-income households below 80% AMI.
• The City is now increasing the number of new housing units it plans to accommodate (11,135) and the number of those units that should be affordable to very low - and low-income households (4,370 units, approximately 40% of all new planned units).
• Sustained underproduction of affordable housing units will result in an increasingly large shortfall of units affordable to low - and moderate - income households.
14Landscape Assessment Interim Discussion DraftFebruary 2023

HOUSING
Housing Planning and Context
The State of California requires its cities,
towns, and counties to plan for future
housing need by income level through a
Regional Housing Needs Allocation (RHNA).

The state determines the total number of
new homes the Bay Area needs to build at
each level of affordability to meet the
housing needs of residents.

The Association of Bay Area Governments
(ABAG) works with the state to distribute a
share of the RHNA to local governments,
which must then plan where those units
can be built and the policies and strategies
that will facilitate their development.

The state approved ABAG’s 2023 -2031
regional allocations in January 2022 . In the
2015 -2023 housing allocation, Mountain
View is asked to provide 2,926 housing
units across all income levels. The City
planned for a total of 3,091 units in its prior
housing element, primarily affordable to
very low - and above moderate - income
levels.

Area Median Income and Income Level
Area Median Income (AMI) is the middle point of a specific area’s income distribution ( HUD). The San Jose – Sunnyvale – Santa Clara metro area’s AMI is $168,500. Households can be classified by the following income levels ( HUD). • Extremely low -income : Households earning less than 30% AMI. • Very low -income : Households earning between 30% and 50% AMI. • Low -income : Households earning between 50% and 80% AMI. • Moderate -income : Households earning between 80% and 100% AMI. • High-income : Households earning above 100% AMI.

Cost Burden
• Not cost burdened: A household spends less than 30% of their income on costs related to housing.
• Cost burdened: A households spends between 30% and 50% on housing. • Severely cost burdened : A household spends more than 50% on housing.

Affordability Level AMI Level Household Income
Range
Median Family Income
(family of 4)
Very Low 0-50% AMI Less than $83,000 $84,250
Low 50-80% AMI $83,000 -$133,000 $131,750
Moderate 80-120% AMI $133,000 – $199,000 $168,500
Above Moderate/High 120+% AMI More than $199,000 $202,200 EXHIBIT 9. AFFORDABILITY LEVELS USED IN REGIONAL
HOUSING ALLOCATION, 2020
Source: ABAG, 2022; HUD, 2022; ACS, 2021; CAI, 2023. Note: The Median Family Income (MFI) calculated by HUD applies to the San Jose -Sunnyvale-Santa Clara HUD Metro Area, containing portions of Santa Clara and San Benito Counties . 15Landscape Assessment Interim Discussion DraftFebruary 2023 Mountain View has ambitious new housing goals set forth in the RHNA. Mountain View must now plan for an additional 11,135 new housing units before 2031, 40% of which must be deeply affordable to very low - and low-income households. • In the prior 2015 -2023 housing allocation,
the Association of Bay Area Governments
(ABAG) assigned Mountain View a
housing allocation of 2,926 units across all
income levels that the City must now plan
to accommodate (Exhibit 10). The City
planned for a total of 3,091 units in its
housing element, primarily affordable to
very low - and above moderate- income
levels.
• For the 2023 to 2031 planning cycle,
Mountain View must plan for 11,135 new
housing units. The majority of these will
be affordable to above moderate- income
households. 40% of new units should be
affordable to low - and very -low-income
households.

EXHIBIT 10. REGIONAL HOUSING ALLOCATION, MOUNTAIN
VIEW, 2015-2023 & 2023-2031
Source: City of Mountain View Housing Element, 2022; CAI, 2023. 16Landscape Assessment Interim Discussion DraftFebruary 2023 Housing supply since 2015 has not aligned with
allocated housing need. Permits issued for
affordable units did not keep apace with the City’s
2015-2023 housing goals.
• From 2015 through 2019, permits were issued for a higher share of above moderate -income housing units than the City planned to accommodate (Exhibit 11). These permits represented a 274% share of the allocated housing units at that affordability level. • In that same time period, construction permits for affordable housing units represented a much smaller share of allocated units (Exhibit 12). Permits were issued for only 17% of housing units at the very low -income level and 35% of the low - income level. No permits were issued for housing units that fall in the moderate affordability level, or those between 80% and 120% AMI. • Although the permit data is only available for part of the 2015 - 2023 planning cycle, they indicate a shortfall of all units affordable at levels below the highest income level of 120% AMI. The continuation of this development trend for the remainder of this planning cycle and into the 2023 -2031 cycle would result in a significant shortage of moderately and deeply affordable housing units in Mountain View and an increasingly outsized share of units affordable only to the highest income groups.

EXHIBIT 11. HOUSING ALLOCATION AND

TOTAL PERMITS ISSUED BY AFFORDABILITY
LEVEL, MOUNTAIN VIEW, 2015-2023
Source: City of Mountain View Housing Element, 2022;
California UHD, 2019; CAI, 2023.

Affordability Level Share of Allocated Housing Units
Permitted
Very Low 17%
Low 35%
Moderate 0%
Above Moderate or
High
274%
Total 113%
EXHIBIT 12. SHARE OF ALLOCATED HOUSING
UNITS PERMITTED, MOUNTAIN VIEW, 2015-2019
17Landscape Assessment Interim Discussion DraftFebruary 2023 The majority of Mountain View households are high- income; but renters are more likely to be at a lower income level than homeowners.
• 61% of all Mountain View households are high income,
earning above 100% AMI (Exhibit 13). However, renters
are more likely to fall into a lower income bracket than homeowners. Nearly one -third of all households (32%)
are low -income, earning less than 80% of AMI. This
represents nearly 11,000 Mountain View households.
• Mountain View residents employed in occupation
groups have a greater likelihood of experiencing
housing cost burden. From 2015 to 2019, there was a
steep increases in housing cost burden for Mountain
View residents earning 80% or less of AMI.
• In 2022, 80% of AMI ranged from $92,250 for a single - person household to $131,750 for a four -person
household. Notable occupation groups with wages
falling well below 80% AMI levels include food
preparation and serving related occupations ($32,900)
and building and grounds cleaning and maintenance
occupations ($27,900), which represent 6% of Mountain
View resident workers.

Source: HUD CHAS, 2015 -2019; CAI, 2023.

EXHIBIT 13. INCOME LEVEL BY TENURE,
MOUNTAIN VIEW, 2015-2019
18Landscape Assessment Interim Discussion DraftFebruary 2023 Most Mountain View households –
renters and homeowners – are not cost
burdened. Cost burden is closely
related to income level.
• Low-income Mountain View residents are
more likely to spend a large share of their
income on housing.
• 64% of renter and 74% of homeowner
households are not cost burdened. High -
income households are the least likely to be
cost burdened, while the lowest -income
households are the most likely to
experience cost burden.

Source (right): HUD CHAS, 2015 -2019; CAI, 2023.

Note: Area Median Income (AMI) is the middle point of a specific area’s income distribution. The San Jose – Sunnyvale – Santa Clara HUD metro area’s AMI is $168,500 (HUD).

EXHIBIT 14. COST BURDEN BY INCOME LEVEL &
TENURE, MOUNTAIN VIEW, 2015-2019
19Landscape Assessment Interim Discussion DraftFebruary 2023

The cost to buy a home is outpacing
wage and rental price growth.
• Mountain View’s median home sale price reached $1.2
million in 2022, growing at an annual rate of 9.1% since 2012.
• Home prices rose at a higher rate than both worker
wages (7.7% annual growth) or the cost to rent (5.8%
annual growth).
• The housing affordability index (HAI) measures the
ability of a resident to purchase an existing home in an area (exhibit 16). The index base is 100 which represents an area where the median income is sufficient to
qualify for a loan on a home valued at the median
home price and without triggering cost -burden.
• An index value greater than 100 indicates areas where homes are more affordable, while values less than 100
indicates areas where homes are less affordable.

Overall, Mountain View's HAI is lower than its
neighboring cities, counties, and the US average ( 2022).

Sources: CA EDD, 2010 -2021 (wage data); ACS, 2010 -2021 (rent data); Redfin, 2012-2022 (home value data); CAI, 2022.

EXHIBIT 15. CHANGE IN HOUSING COSTS AND
WAGES, MOUNTAIN VIEW, 2019
EXHIBIT 16. HOUSING AFFORDABILITY INDEX,
MOUNTAIN VIEW AND COUNTIES, 2022
Source: ESRI Business
Analyst, 2022; CAI, 2022. 20Landscape Assessment Interim Discussion DraftFebruary 2023

Mountain View stakeholders have questions and
concerns about retail citywide and in specific
commercial areas:
• Citywide there’s a perception of not
capturing retail spending by residents and
visitors, but rather “leaking” those sales dollars
to places in nearby cities.
• Many residents and civic leaders would like
see to more vibrant retail areas with relatively
upscale retailers and enjoyable gathering
places to walk and find community.
• Downtown ranks high for concerns, with
varying perspectives about what should and
should not be downtown and how to get
there.

Insert Executive Summary Here.

Retail Analysis Findings
• Mountain View’s per capita retail spending is higher than the regional trade area per capita spending for the resident population. Per capita sales in Mountain View fall short of the regional trade area by $1,600 per person if full daytime population is considered.
• Potential retail spending by the daytime population suggests Mountain View may be able to support much more retail space, presumably depending on Mountain View workers returning to the office and retailers attracted spending from those trips. 1 • In contrast, Mountain View’s per capita retail spending within the food services and drinking places industry far exceeds the regional trade area, while spending within the clothing and clothing accessories industry is well below the regional average. • Retail space across the regional trade area is concentrated in Mountain View, San Jose, Santa Clara, Milpitas, Sunnyvale, Palo Alto, Redwood City, Cupertino, and Menlo Park. Together these nine cities contain more than 80% of retail space across the regional trade area.
• Downtown Mountain View vacancy rates are nearly double Mountain View’s citywide average, which ranks high for
concerns of local leaders and stakeholders.
21Landscape Assessment Interim Discussion DraftFebruary 2023 RETAIL
1Retail space includes retail and commercial uses. In total, retail space captures banks, bars/nightclubs, convenience stores, day care centers, drug stores, fast food, freestanding retail, funeral homes, health clubs, movie theaters, restaurants, storefront retail, retail/office/residential space, and supermarkets.
• Mountain View's total daytime population is
around 119,000, which is a 28% increase over
the resident population alone ( 2022).
• Residents who stay in the city for work as well
as non-residents who commute into the city
comprise Mountain View's daytime population.
• The city's daytime population density is higher
than that of Palo Alto, Los Altos, and Sunnyvale.

Despite the fact that some Mountain View
workers jobs are still remote from other
cities, even post -pandemic, Mountain
View has one of the highest daytime
population densities.

EXHIBIT 17.DAYTIME POPULATION DENSITY,
BAY AREA, 2022
Source: ESRI Business Analyst, 2022; CAI, 2022.
22Landscape Assessment Interim Discussion DraftFebruary 2023 Regional retail offerings include multiple retail clusters within roughly a 25 -minute drive of Mountain View.

Sources: CoStar 2022; CAI, 2022.
• Retail spaces throughout the
region are primarily general retail
offerings. General retail includes
freestanding retailers,
convenience stores,
supermarkets, drug stores, and
department stores.
• Prominent retail clusters within a
roughly 25 -minute of Mountain
View are seen in Palo Alto,
Sunnyvale, Santa Clara, Milpitas, in
addition to several found in San
Jose.

EXHIBIT 18. RETAIL CLUSTERS wITHIN A ROUGHLY
25-MINUTE dRIVE OF MOUNTAIN VIEW
23Landscape Assessment Interim Discussion DraftFebruary 2023 Landscape Assessment Interim Discussion Draft
Sources: CoStar 2022; CAI, 2022.

Regional retail offerings include
multiple retail clusters within
roughly a 25 -minute drive of
Mountain View.

In addition to current market
conditions, Mountain View’s current
policy and fee programs will impact
the feasibility of supportable retail
growth. These policies include:
• Downtown Parking In- lieu fee,
which allows for an in -lieu fee of
$61,000 per parking space for new
construction and $31,000 per space
for a change in commercial and
retail space to a more intense use,
such as moving from retail to
restaurant, rather than providing
required parking (City of Mountain
View, 2023).
• Housing Impact Fee , which
requires commercial development,
including retail, to pay $1.65/net
new sq. ft. for the first 25,000 sq. ft.
and $3.27/net new sq. ft. for all
square footage over 25,000 square
feet (City of Mountain View, 2023).

EXHIBIT 18. RETAIL CLUSTERS wITHIN A ROUGHLY
25-MINUTE dRIVE OF MOUNTAIN VIEW
24February 2023
In recent years, the retail vacancy rate in downtown Mountain View has exceeded the city average. • Downtown retail vacancy has seen a departure
from city vacancy in recent years. Vacancy
rates in downtown rose to as high as 13.6%,
while citywide vacancy remained below 5.0%
in 2021.
• Mountain View’s retail has fared well to past
economic shocks, with citywide vacancy rates
remaining below 5.0% in the years following
the Great Recession and the during the
COVID-19 pandemic.
• Through early 2021, CoStar reports roughly
420,000 square feet of retail space in
downtown Mountain View with vacant square
feet totaling slightly more than 39,000.
• The citywide surplus of per capita spending on
food and beverage suggests the city is offering
enough restaurant and bar options. The
greatest leakage in 2021 was seen in the
clothing and clothing accessories industry.

Sources: CoStar 2022; CAI, 2022
EXHIBIT 19.RETAIL VACANCY RATE, MOUNTAIN
VIEW AND DOWNTOWN, 2006-2023
Note: Retail inventory for car dealerships, building material and garden equipment dealers, and gas stations was removed for this analysis.

Note: Downtown Mountain View for the purposes of this study captures Castro Street between El Camino Real and Central Expressway an d is framed to the east/west by South Shoreline Boulevard and Bush Street. 25Landscape Assessment Interim Discussion DraftFebruary 2023 In recent years, the retail vacancy rate in downtown Mountain View has exceeded the city average.

Sources: CoStar 2022; CAI, 2022
EXHIBIT 19.RETAIL VACANCY RATE, MOUNTAIN
VIEW AND DOWNTOWN, 2006-2023
• If downtown were to fill the current vacancies, and
Mountain View retailers were able to win the market
share needed to support additional space, it is not
unreasonable to assume downtown could support
10% of the city’s estimated supportable retail growth.

Which equates to an additional 20,000 square feet of
retail space when utilizing the low -end of the
estimated supportable retail growth.
• The ability to support this additional retail and fill vacancies is contingent on many market and policy -
driven factors, including e- commerce shopping
trends, return to office trends, and the extent to which development regulations and other city policies
adversely affect development feasibility.

Note: Retail inventory for car dealerships, building material and garden equipment dealers, and gas stations was removed for this analysis.

Note: Downtown Mountain View for the purposes of this study captures Castro Street between El Camino Real and Central Expressway an d is framed to the east/west by South Shoreline Boulevard and Bush Street. 26Landscape Assessment Interim Discussion DraftFebruary 2023 Mountain View “ leaks” retail sales in some categories, has a surplus in others, and in aggregate has a net surplus . Daytime population, however, presents an unrealized opportunity for more retail.

Aggregate Retail Analysis
• Surplus and leakage represent the difference in per
capita taxable retail sales in Mountain View and the
Trade Area
1; and represents the potential retail spending
entering Mountain View or leaving Mountain View and
taking place in surrounding communities.
2 • To fully understand Mountain View's retail market, the analysis must consider the city's resident and daytime
populations. As such, the leakage analysis considers the per capita spending and leakage associated with
spending by the resident and daytime populations. The
daytime population is defined as the total resident
population plus total workers working in the area, minus workers who live and work in the same area.
• If Mountain View retailers were able to capture per
capita retail spending from residents and a majority of workers equal to the Trade Area per capita spending
level, then the city would capture an additional $160
million in retail spending.
3 Assuming retail sales per
square foot of roughly $400, which aligns with the two- county average, Mountain View could support an
estimated 232,000 square feet in new retail space after filling current vacancies throughout the city (Exhibit 20).

If some currently vacant spaces are not viable, the city could support additional square footage.

Sources: ESRI Business Analyst, 2022; California Department of Finance, 2022; California Department of Tax and Fee Administration, 2022; CAI, 2022.

EXHIBIT 20. SUPPORTABLE RETAIL GROWTH,
MOUNTAIN VIEW, 2021
1Note: The Trade Area, custom defined for this analysis, includes the following cities:

Atherton, Campbell, Cupertino, East Palo Alto, Los Altos, Los Altos Hills, Los Gatos, Menlo Park, Milpitas, Monte Sereno, Mountain View, Palo Alto, Portola Valley, Redwood City, San Jose, Santa Clara, Sunnyvale, and Woodside. 2Note: Retail spending and vacancies at car dealerships, building material and garden equipment dealers, and gas stations were removed for this analysis. 3Note: Mountain View’s daytime population has been discounted to arrive at 99,800 which is used to calculate supportable growth. The discount factor was informed by the region’s workforce that travels from outside of Santa Clara and San Mateo County as it is not anticipated the city would capture spending from workers living outside of a certain proximity to the trade area.
27Landscape Assessment Interim Discussion DraftFebruary 2023 Resident
Population
Daytime
Population
Retail Spending and Surplus/Leakage
Per Capita Retail Spending
Mountain V iew $10,700 $7,500
Regional Trade Area $10,000 $9,100
Per Capita Surplus/Leakage $700 ($1,600)
Total Leakage
Per Capita Surplus/Leakage $700 ($1,600)
Mountain V iew Population 83,100 99,800
Total Estimated Retail Surplus/Leakage $58,170,000 ($159,680,000) Supportable Retail
Supportable Retail Square Feet (138,500) 380,200
Less Vacant Retail Square Feet 148,200 148,200
Estimated Supportable Retail Square Feet (286,700) 232,000 2021
Supportable Retail Growth
People are leaving Mountain View to purchase
clothing and clothing accessories.

Retail Categories Findings
• Mountain View industries experience the highest
degree of leakage in motor vehicle and parts dealers;
clothing and clothing accessory stores ; and
building materials , garden equipment , and supply .
• Leakage in 2021, calculated using the resident
population, represented between $49 and $74
million for these industries. Total leakage calculated
using the daytime population was similar for the
clothing and building material industries, while
leakage in the motor vehicle and part dealers'
industry was significantly higher at $95 million.
• Relative to spending across the Trade Area, Mountain
View’s per capita spending at clothing and
clothing accessory stores is the lowest among any
industry . Mountain View’s per capita spending within
this industry represented between 28% and 37% of 2 -
county region per capita spending in 2021,
depending on whether the daytime or resident
population was used to calculate per capita
spending.
• Mountain View’s food services and drinking places
industry garnered a significantly higher level of
spending compared to the 2 -county region, with
surplus totaling $203 million (resident population)
and $100 million (daytime population).

Sources: ESRI Business Analyst, 2022; California Department of Finance, 2022; California Department of Tax and Fee Administration, 2022; CAI, 2022.

Note: Daytime population = Mountain View’s resident population + Mountain View workers – workers living and working in Mountain View.

EXHIBIT 21. Spending PER CAPITA AND LEAKAGE BY
INDUSTRY, MOUNTAIN VIEW, 2021
28Landscape Assessment Interim Discussion DraftFebruary 2023 Note: The two -county region includes the following cities: Atherton, Campbell, Cupertino, East Palo Alto, Los Altos, Los Altos Hills, Los Gatos, Menlo Park, Milpitas, Monte Sereno, Mountain View, Palo Alto, Portola Valley, Redwood City, San Jose, Santa Clara, Sunnyvale, and Woodside.

Mountain
View
Regional Trade
Area
Resident Population
Motor Vehicle and Parts Dealers $1,580 $2,470 ($73,983,900) Clothing and Clothing Accessories Stores $390 $1,060 ($55,695,800) Building Mat., Garden Equip., and Sup. Dealers $490 $1,080 ($49,045,500) Home Furnishings and Appliance Stores $910 $940 ($2,493,800) Gasoline Stations $1,020 $1,030 ($831,300)
Food and Beverage Stores $950 $730 $18,288,200
General Merchandise Stores $2,370 $1,360 $83,959,300
Food Services and Drinking Places $4,880 $2,440 $202,832,300 Daytime Population
Motor Vehicle and Parts Dealers $1,100 $2,240 ($94,765,900) Clothing and Clothing Accessories Stores $270 $960 ($57,358,300) Building Mat., Garden Equip., and Sup. Dealers $340 $980 ($53,201,900) Gasoline Stations $710 $930 ($18,288,200)
Home Furnishings and Appliance Stores $630 $850 ($18,288,200) Food and Beverage Stores $660 $660 $0
General Merchandise Stores $1,660 $1,240 $34,913,800
Food Services and Drinking Places $3,410 $2,210 $99,753,600 Per Capita Spending
LeakageIndustry
Mountain View is among just four large cities
in the region with a retail surplus, falling
behind Palo Alto and San Jose.
• Among large, surrounding cities, Palo Alto and San Jose experienced the greatest retail surpluses, which totaled $302 million and $1.2 billion in 2021, respectively.
• Among large, surrounding cities there is a net retail surplus, suggesting retail demand in the region is being met, and in fact draws in people from other cites.

Sources: CDF, 2022; CDTFA, 2022; CAI, 2022.

EXHIBIT 22.PER CAPITA SPENDING
AND LEAKAGE, SELECT CITIES, 2021
Note: Does NOT INCLUDE retail spending at car dealerships, building material and garden equipment dealers, and gas stations for this analysis.
29Landscape Assessment Interim Discussion DraftFebruary 2023 City Per Capita Retail
Spending Leakage/Surplus
Sunnyvale $5,000 ($770,500,000)
Santa Clara $8,700 ($169,600,000)
Menlo Park $6,400 ($120,900,000)
Redwood City $9,100 ($69,500,000)
Milpitas $10,000 ($1,700,000)
Cupertino $10,200 $14,000,000
Mountain View $10,700 $59,600,000
Palo Alto $14,500 $302,300,000
San Jose $11,200 $1,197,000,000
Unincorporated Santa Clara County $1,600 ($711,100,000) Unincorporated San Mateo County $6,100 ($241,900,000)
Mountain View has a lot of retail competition. Major cities surrounding Mountain View represented 85% of the regional trade area’s retail inventory in 2021.

Sources: CoStar, 2022; CAI, 2022.
• Roughly 85% of retail space within the regional trade area is located in San Jose, Santa Clara, Milpitas,
Sunnyvale, Palo Alto, Redwood City, Mountain View,
Cupertino, and Menlo Park.
• San Jose retail offerings currently represent 45% of
total retail offerings found in the regional trade area.

On a per capita basis, Milpitas, Palo Alto, and Santa
Clara have the greatest retail square footage.
• In order to support the construction of new retail
space , Mountain View retailers would have to win
market share in an area possessing a large amount
of retail space.

EXHIBIT 23. RETAIL INVENTORY,
SELECT CITIES, 2022
Note: Retail inventory for car dealerships,
building material and garden equipment
dealers, and gas stations was removed for
this analysis.
30Landscape Assessment Interim Discussion DraftFebruary 2023 City Retail
Inventory (sf) Share
San Jose 33,697,400 45%
Santa Clara 6,335,900 8%
Milpitas 4,913,900 7%
Sunnyvale 4,690,900 6%
Palo Alto 3,899,100 5%
Redwood City 3,524,600 5%
Mountain View 3,457,300 5%
Cupertino 2,331,900 3%
Menlo Park 1,096,500 1%
Other 10,996,900 15%
Regional Trade Area 74,944,400
Parking requirements for retail and commercial space changed to a more intense use in downtown may impede small -business attraction. • The change -of-use parking fee implemented by
the city can create large costs for small -business
owners inhabiting existing retail space not
currently used for the same type of business. For
example:
• If a restaurant owner wanted to move into
a general merchandise space of 2,500
square feet, they would have to provide an
additional 11 parking spaces to current
parking provided for the space or pay an
in-lieu fee of $337,000.
• If an entrepreneur wanted to open a café in
a 500-square -foot space previously rented
by a small boutique, city code requires the
business to provide two additional parking
spaces or pay an in -lieu fee of $61,200.
• These parking fees can represent a large cost
burden for small entrepreneurs without the large
cash reserves of a national chain.
• In a member survey conducted by Restaurant
Owner, the median startup cost for an
independent restaurant totaled $375,500.
1 For a
full-service restaurant requiring a change of use
for retail space, in -lieu parking fees could nearly
double the money needed for startup.
31 1 Independent Restaurant Cost to Open Survey, RestaurantOwner.com.

Landscape Assessment Interim Discussion DraftFebruary 2023 Source: CoStar, 2023; City of Mountain View;
CAI, 2023.
• As of January 2023, Mountain View has 1,911 hotel rooms in 21 hotels across the city. Approximately 4% of all hotel rooms in Santa Clara and San Mateo Counties are located in Mountain View.
• Hotel revenue, occupancy, and average daily rates (ADR) began to decline in early 2000 (Exhibits 24 and 25). Recovery has been unsteady and cyclical with additional COVID -19 waves, like that in winter of 2021.
• Mountain View hotels were not operating at full capacity prior to the pandemic, but the onset of the pandemic and early shelter - in-place restrictions resulted in a decrease in occupancy rates from approximately 77% in early 2019 to a low of 36% in early 2021.

As of January 2023, hotel occupancy had returned to 69%. This most recent data represents a return to 89% of typical pre - pandemic occupancy rates. The average daily rate (ADR) for hotels also decreased to a low of $92 in early 2021. The current ADR of $203 also represents a return to 89% of pre -pandemic room rates.

EXHIBIT 24. HOTEL OCCUPANCY &
ADR, MOUNTAIN VIEW, 2019-2023
EXHIBIT 25. REVENUE & MONTHLY
TOT, MOUNTAIN VIEW, 2019-2022
Source: CoStar, 2023; CAI, 2023.
32Landscape Assessment Interim Discussion DraftFebruary 2023

LODGING & HOSPITALITY
Source: CoStar, 2023; City of Mountain View;
CAI, 2023.
• The largest decrease in revenues since the onset of the pandemic occurred between January 2020 and January 2021.

Revenues decreased by 89% at the beginning of 2020 to the lowest revenue since 1993. While revenue and revenue growth continues to fluctuate, the industry’s revenues in December 2022 represent 78% of pre -pandemic revenue.
• The City of Mountain View maintains a 10% Transient Occupancy Tax (TOT) of the rent charged per hotel room stay in the city.

Exhibit 25 shows approximate changes to TOT monthly revenue over the course of the pandemic. From the period immediately preceding the pandemic to the lowest TOT revenue month in early 2021, the City lost approximately $20,000 per month in TOT revenue from decreased hotel occupancy.

EXHIBIT 24. HOTEL OCCUPANCY &
ADR, MOUNTAIN VIEW, 2019-2023
EXHIBIT 25. REVENUE & MONTHLY
TOT, MOUNTAIN VIEW, 2019-2022
Source: CoStar, 2023; CAI, 2023.
33Landscape Assessment Interim Discussion DraftFebruary 2023

LODGING & HOSPITALITY
Mountain View stakeholders have questions and
concerns about its demographic and economic
character:
• What are the effects of the city's population growth
on its job and housing market?
• What impacts will layoffs have on the large tech
companies based in Mountain View? Will this impact
their campus or other investments in the city? How
will this impact return -to-work policies?
• Stakeholders are also concerned about the impacts
of remote work policies and continued tech layoffs on
downtown businesses and restaurants.
• How were employers and workforce affected by the
pandemic?
Demographic and Economic Findings
• Mountain View added population at a rate of 1.6%
(2020-2022) and added 8 times more jobs than
housing units (2010 -2021).
• At its current growth rate, Mountain View is
projected to grow by 11,000, or 550 residents per
year, by 2040.
• The share of jobs in Information and Professional
and Scientific Services, combined, increased in the
City from 45% to 66% since 2010. Jobs in
Manufacturing, Warehousing and Distribution,
Hospitality, Retail, Arts & Entertainment all
declined and not returned to pre -pandemic levels.
• In 2021, a little over half of Mountain View residents were employed in occupation groups with a
median salary higher than $100,000 (60%).
• As of Spring 2022, unemployment rates have
decreased since the
initial COVID outbreak to better-than-pre-
pandemic levels.
34Landscape Assessment Interim Discussion DraftFebruary 2023

DEMOGRAPHIC & SOCIO-ECONOMIC DATA
EXHIBIT 26. MOUNTAIN VIEW, SILICON
VALLEY & THE BAY AREA, 2022
Located in the heart of Silicon Valley,
growth and economic conditions in
Mountain View are tied to regional growth.
• Mountain View is geographically centered within
Silicon Valley, and residents and workers have access
to San Francisco and the East Bay as other major
employment centers.
• As such, Mountain View’s economy and population
growth are influenced by what happens within
Mountain View, Silicon Valley, and the greater Bay
Area.
• The City’s Economic Vitality Strategy will succeed by understanding how regional economic conditions
drive local considerations for housing, retail, jobs, and much more. And within city limits, the City’s Economic
Vitality depends on both its residents and the people
who work in the city but live elsewhere.

Source: CA Open Data Portal, 2022; CAI, 2022.
35Landscape Assessment Interim Discussion DraftFebruary 2023 Source: California Department of Finance, 2022; CAI, 2022.

Mountain View’s population growth
historically has been consistent with that of
Silicon Valley as a whole. However, during
the pandemic the region lost residents while
Mountain View grew in population.
• Mountain View in 2022 has 83,900 residents. The city has grown in population at a rate of 1.0% annually since 2010.

While not shown in the exhibit, the growth during that period was rather continuous throughout. This growth was more
rapid than the City experienced from 1990 through 2010 (0.5% per year).
• Mountain View’s population has grown at the same rate as Santa Clara County throughout the past 30 years or more (not shown).
• However, throughout the pandemic years of 2020 – 2022, Mountain View added population at a rate of 1.6%, while the two counties of Santa Clara and San Mateo combined actually declined by 1.1% per year.

EXHIBIT 28. MOUNTAIN VIEW AND
REGIONAL GROWTH RATES, 2010-2022
EXHIBIT 27. MOUNTAIN VIEW AND
NEIGHBORS’ POPULATION, 2022
36Landscape Assessment Interim Discussion DraftFebruary 2023 • Mountain View
accounted for 4% of
Santa Clara County's
population in 2010 and in
2020.
• Silicon Valley’s three
counties account for
more than half of the
Bay Area’s population . It
will add about 540,000 of
the 900,000
residents forecast
regionally through 2040.
• Santa Clara’s 2020
population is nearly 2
million and will add
about 280,000 residents.

If Mountain View maintains its countywide share of population growth, it will grow to 95,000 people (11,000 more residents, or 550 per year) by 2040.

Source: California Department of Finance, 2022; CAI, 2022.

EXHIBIT 29. HISTORIC AND PROJECTED POPULATION, 2010 TO 2040 37Landscape Assessment Interim Discussion DraftFebruary 2023 Source: ACS, 2017 -2021; CAI, 2023 (top). ACS, 2017 -2021; QCEW, 2021; CAI, 2023.

Nearly two -thirds of Santa Clara County
households earn more than $100,000 annually;
more than one -third earn more than $200,000,
a slightly larger share than Silicon Valley.
• 61% of Silicon Valley households earn more than $100,000 annually; and more than half of those high-income
households earn more than $200,000. Santa Clara County
has a slightly higher share of high -income households
than Silicon Valley as a whole (Exhibit 30).
• Mountain View’s approximately 90,000 jobs represents
9% of all jobs in Santa Clara County and 4% of all jobs in the three counties that make up Silicon Valley. More than half (56%) of the jobs located in Mountain View have an average wage of more than $200,000 (Exhibit 31).
• The concentration of high-paying jobs in Mountain View signifies the city’s potential to be a destination for Silicon Valley workers to live. A high share of high -income
households demonstrates an ability to pay for increasing housing costs. This contributes upward pressure on
prices in the region’s housing market.

EXHIBIT 31. HOUSEHOLD INCOME & JOBS BY
AVERAGE WAGE, MOUNTAIN VIEW, 2021
EXHIBIT 30. HOUSEHOLD INCOME,
SANTA CLARA COUNTY AND REGION, 2021
38Landscape Assessment Interim Discussion DraftFebruary 2023 From 2010 to 2021, the city added 8 times more
jobs than housing units.
• Mountain View had 34,500 more jobs in 2021 than in 2010. • During the same period, the city’s residential population grew by 9,800, adding 4,435 housing units during this time (one housing unit added for every 8 jobs added).
• In 2021, the City’s Jobs to Housing Units Ratio was 2.3, up from 1.6 in 2010. Silicon Valley has 1.4 jobs per housing unit, and Santa Clara County has 1.7.
• The past eleven years took Mountain View from having a jobs to housing unit ratio just somewhat higher than regional norm to a significant outlier much higher than the region.
• The implications for this job growth before the pandemic would have been increased demand for local housing.
• The pandemic and the major employers’ work -from-home trends would be expected to soften the increase in local housing demand, but the scale of jobs increase appears to have kept increasing local housing demand.

Source: California EDD (jobs), 2022; DOF (housing
units, population), 2022; CAI, 2022.

EXHIBIT32A.MOUNTAIN VIEW POPULATION,
HOUSING UNITS & JOBS, 2010 & 2021
39Landscape Assessment Interim Discussion DraftFebruary 2023 Net
Change
Percent
Change CAGR
Population 9,000 12% 1.0%
Housing Units 4,400 13% 1.1%
Jobs 34,500 65% 4.7%
EXHIBIT32B.MOUNTAIN VIEW POPULATION,

HOUSING UNIT & JOB CHANGE
Jobs grew primarily in Information &
Professional and Scientific Services, and
declined in Manufacturing,
Warehousing & Distribution.
• Since 2010, the City has added 33,700 jobs in
Information and Professional, Scientific
Services. The share of those jobs
(combined) in the City increased from 45%
to 66%.
• During the same period, the City lost 4,400
jobs in Manufacturing, Warehousing and
Distribution.
• Hospitality, Retail, Arts & Entertainment all
declined from 2019 to 2020 nationwide and in
Mountain View, and have added jobs back
since then, though not back to pre -pandemic
levels.
52,800 87,300 Total Jobs
Source: California Employment Development Department, 2022; CAI, 2022.

EXHIBIT 33.

MOUNTAIN VIEW INDUSTRY SHARE, 2010 & 2021
40Landscape Assessment Interim Discussion DraftFebruary 2023 Source: California Employment Development Department, 2021; City of Mountain View, 2021; CAI, 2023.

Mountain View’s leading industries
require high paying occupations.
• Among occupations with more than 750 jobs in
Mountain View’s two largest industries, more than 75%
reported average annual salary higher than
$100,000, while nearly 40% reported average annual
salaries above $150,000 in 2021.
1 • Mountain View’s information and professional,
scientific, and technical services industries employed
an estimated 8,200 software developers in 2021. The
average annual salary for software developers in San
Jose-Sunnyvale -Santa Clara MSA was nearly $170,000
in 2021.
• The weighted average annual salary among
occupations presented in Exhibit 34 totaled nearly
$150,000, with salaries ranging from $54,800 to
$234,800.
1 Note: Due to data limitations, employment estimates by occupation for Mountain View were calculated using the statewide distribution of occupation by industry and applied to Mountain View’s employment by industry. Average wages represent 2021 wage estimates for the San Jose-Sunnyvale-Santa Clara MSA.

Occupation 2021
Employment
Average Annual
Salary (2022$)
Information Industry
Software Developers and Software Quality Assurance
Analysts and Testers 6,650 $169,800
Producers and Directors 2,350 $129,500
Computer and Information Systems Managers 1,950 $234,800 Project Management Specialists and Business
Operations Specialists, All Other 1,850 $124,700
Market Research Analysts and Marketing Specialists 1,800 $122,700 General and Operations Managers 1,300 $170,300
Telecommunications Equipment Installers and
Repairers, Except Line Installers 1,250 $78,400
Computer Occupations, All Other 1,200 $145,700
Sales Representatives of Services, Except Advertising,
Insurance, Financial Services, and Travel 1,050 $108,100 Accountants and Auditors 1,000 $116,200
Sales Managers 1,000 $202,800
Marketing Managers 950 $216,500
Telecommunications Line Installers and Repairers 900 $83,100 Information Security Analysts 900 $156,200
Customer Service Representatives 900 $54,800
Financial Managers 850 $207,300
Computer User Support Specialists 800 $79,300
Film and V ideo Editors 750 $78,800
Professional, Scientific, and Technical Services Industry Software Developers and Software Quality Assurance
Analysts and Testers 1,550 $169,800
Project Management Specialists and Business
Operations Specialists, All Other 800 $124,700
Accountants and Auditors 750 $116,200
41 EXHIBIT 34. EMPLOYMENT & WAGES BY PLACE OF
WORK FOR MOUNTAIN VIEW’S LARGEST
OCCUPATIONS AMONG LEADING INDUSTRIES, 2021
Landscape Assessment Interim Discussion DraftFebruary 2023 Source: U.S. Census Bureau American Community Survey 5 -year Estimates, 2021; CAI, 2023.

In 2021, 60% of Mountain View residents were employed in an occupation group paying a median salary higher than $100,000.
• Occupations within the computer and
mathematical occupations group were the most
prevalent among Mountain View residents in
2021, representing an estimated 23% of total jobs.
• Occupational groups with more than 1,000 jobs
and median salaries below $100,000 include
sales and related occupations (2,950 jobs),
educational instruction and library occupations
(2,750 jobs), office and administrative support
occupations (2,750 jobs), food preparation and
serving related occupations (1,750 jobs), building
and grounds cleaning and maintenance
occupations (1,250 jobs), and art, design,
entertainment, sports, and media occupations
(1,200 jobs).

Occupation Group 2021
Employment
Median Salary
(2022$)
Computer and mathematical occupations 10,800 $180,300
Management occupations 7,600 $174,300
Business and financial operations occupations 3,550 $124,600 Architecture and engineering occupations 3,300 $153,000 Sales and related occupations 2,950 $59,400
Educational instruction and library occupations 2,750 $67,100 Office and administrative support occupations 2,750 $58,800 Life, physical, and social science occupations 2,350 $111,100 Food preparation and serving related occupations 1,750 $32,900 Health diagnosing and treating practitioners and other
technical occupations 1,550 $131,100
Building and grounds cleaning and maintenance
occupations 1,250 $27,900
Arts, design, entertainment, sports, and media
occupations 1,200 $95,000
Other 6,200 $64,700
Total 48,000 $114,900
42 EXHIBIT 35. EMPLOYMENT & WAGES BY

OCCUPATION GROUP, MOUNTAIN VIEW RESIDENTS,
2021
Landscape Assessment Interim Discussion DraftFebruary 2023 Self -employment in the 2 -county region represents a
small proportion of total employment within Santa
Clara and San Mateo County.• In 2019, receipts for establishments with no paid employees totaled nearly $14 billion in the 2 -county
region, with average receipts totaling $64,000 per
establishment.
• At least 214,000 people across the 2 -county region
are registered as non -employer establishments,
suggesting roughly 12% of the region’s workers are
self-employed.
• Industries with the highest number of non-employer
establishments include professional, scientific, and
technical services (50,000 establishments); wholesale
trade, transportation and warehousing (32,000
establishments); and finance, insurance, real estate,
and rental and leasing (31,000 establishments).
• Assuming Mountain View’s regional share of covered
employees aligns with the city’s share of self -
employed persons, Mountain View’s self -employed
workers would have totaled 11,900 in 2019.
• In many cases, self -employed individuals’ earnings
serves as supplemental or hobby incomes. The
number of self -employed workers whose entire
livelihood comes from self -employment is likely
much lower than 11,900.

EXHIBIT 36. SELF-EMPLOYED WORKERS AND
TOTAL RECEIPTS, 2-COUNTY REGION AND
MOUNTAIN VIEW, 2019
Source: U.S. Census Bureau, 2019; Bureau of Labor Statistics, 2019; Federal Reserve Bank of St. Louis, 2023; CAI, 2023.
43Landscape Assessment Interim Discussion DraftFebruary 2023 Source: Santa Clara County (COVID data), 2023; California Employment Development Department, 2023; CAI, 2023.

EXHIBIT 37. TOTAL COVID CASES &

UNEMPLOYMENT, SANTA CLARA COUNTY,
2020-2023
• Since the initial COVID outbreak and spike in
unemployment, unemployment rates have
steadily decreased to better -than- pre-
pandemic levels in spring of 2022. As Exhibit
37 shows, this rate decreased even as waves of
COVID-19 periodically continued to hit the Bay
Area.

Note: Additional data on the impacts of the COVID -
19 pandemic are available in the appendix.
44Landscape Assessment Interim Discussion DraftFebruary 2023

COVID IMPACTS
The pandemic has changed workplace needs for the region’s employers and workforce
• The Bay Area Council has surveyed roughly 200 regional employers representing a range of industries about
COVID impacts on their workforce since April 2021. The
data included here are from the most recent survey in
November 2022.
• 80% of surveyed employers have brought their non -
essential workforce back into the workplace. 10%
report they no longer plan to bring their workforce
back in person (the highest share since the survey’s
outset).
• Employers have estimated throughout the pandemic
that between 20% and 30% of their workforce will
remain fully remote post-pandemic.
• Remote work has forced many employers to reconsider
their office space. Exhibit 38 outlines the actions that employers have taken regarding office space.

Approximately half of employers have made no changes.
27% have reduced and 11% have consolidated their total
office spaces.
• Overall, the share of employers who are reducing or
consolidating office space is decreasing from previous
surveys. A small but growing share are increasing
their office presence in the Bay Area.

Source: Bay Area Council, November 2022; CAI, 2023.

EXHIBIT 38. EMPLOYER ACTIONS DUE TO
REMOTE WORKFORCE, 2022
45Landscape Assessment Interim Discussion DraftFebruary 2023

APPENDIX
Additional Data
46 • Mountain View has a median
household income of $161,000 ( 2022).
• Mountain View's median income is lower
than that of Palo Alto and Los Alto by 19%
and Sunnyvale by 3%.
• Santa Clara County's median income is
about 20% lower than San Mateo County
but 33% higher than Alameda County.

EXHIBIT 39.MEDIAN HOUSEHOLD INCOME,
MOUNTAIN VIEW & REGION, 2022
Source: ESRI Business Analyst, 2022; CAI, 2022.

EXHIBIT 40.MEDIAN INCOME,
MOUNTAIN VIEW & NEIGHBORS, 2022
47Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 41. PROJECTED POPULATION, SANTA
CLARA COUNTY AND ITS CITIES, 2020 TO 2060
Source: California Department of Finance, 2022; CAI, 2022. • Mountain View is the fourth -
largest city in the County and it is
expected to break 100,000
residents by 2060 , adding 19,000
residents between 2020 and 2060.
• Note: Exhibit 41 shows historic
and projected population growth
by select Santa Clara County
cities. This projection assumes that
each city will retain its current
share of the county’s populat ion.

How has Mountain View grown in recent years and how does that compare to its neighbors and the region?
48Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 42. MIGRATION,
SANTA CLARA COUNTY, 2000 to 2019
Source: California Department of Finance, 2022; CAI, 2022. • Exhibit 42 shows the foreign,
domestic, and net migration
patterns of Santa Clara County
residents.
• Most of the county’s positive
migration are foreign
individuals. On the domestic
side, more residents are leaving
than moving to Santa Clara
County.
• The only years of positive
domestic migration were in 2012
and 2013.
• In the years leading up to the
pandemic, the county’s
population was slowly declining.
49Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 43. Counties with the Largest
Net Domestic Migration, 2017-2018
Source: California Department of Finance, 2022; CAI, 2022. • In 2018, Santa Clara County
saw one of the highest
decreases in population of
all California counties.
• Aggregated as one unit,
Silicon Valley as a whole has
also seen population decline.
50Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 44. TOP OUT-MIGRATION DESTINATIONS, SANTA
CLARA & SAN MATEO COUNTIES, 2013 to 2017
Source: California Department of Finance, 2022; CAI, 2022. • The vast majority of residents leaving
Santa Clara and San Mateo Counties
remain in California , particularly within
the Bay Area. This indicates relatively easy
movement of residents and workers within
the region.
• The cities that local residents are likely to
leave the state for are the Greater Seattle
area, Phoenix, Dallas -Fort Worth, and New
York City.
• Note: Data on the top origins for in -
migration is not available from this source.
51Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 45. INCOME BY PLACE OF WORK,
SANTA CLARA COUNTY & REGION, 1990 TO 2020
Source: U.S. Bureau of Economic Analysis, 2020; CAI, 2022. • Income has significantly increased
across the state of California since the
1990s.
• Income is concentrated in the Bay
Area region, and Santa Clara County in
particular.
• The Bay Area represents about 36% of
the state’s income.
• Santa Clara County’s income represents
about 13% of all income in the state of
California and more than one -third of
the income in all of the Bay Area.
52Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 46. ANNUAL GDP, SANTA CLARA COUNTY &
REGION, 2017 to 2020
Source: U.S. Bureau of Economic Analysis, 2020; CAI, 2022. • Similarly, the Bay Area is a significant
anchor of the state’s economy. The
region accounts for about one -third of
California’s annual GDP.
• Santa Clara County is responsible for
about 13% of the state’s annual GDP .

However, it has an outsize impact on
the Bay Area, as it accounts for 37% of
the region’s GDP .
53Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 47. TOP VENTURE CAPITAL DEALS,
SILICON VALLEY, 2021
Source: Silicon Valley Indicators, 2022; CAI, 2022.
• In 2021, companies located in
Mountain View accounted for two
of the top nine venture capital
deals.
• Waymo , the former Google self -
driving car project, received the
second most funding at $2.5 billion.
• Nuro, at autonomous delivery bot
company, received $600 million in
venture capital funds.
54Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 48. MOUTAIN VIEW PARCEL LAND USE
Source: Mountain View Open GIS Portal, 2019; CAI, 2023. • Residential areas make up majority
of Mountain View's land use (42%),
followed by parks (11%)
• Research and development offices
and other office spaces combined
account for 16% of the city's land use
in 2019
• 6% of the city's land is occupied by
retail use with hotels only making up

0.4% of land use
• Vacant spaces account for only 0.5%
of the city's land use
55Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 49. SECTOR EMPLOYMENT BY SKILL
AND WAGE, SILICON VALLEY, 2021
Source: Silicon Valley Indicators, 2022; CAI, 2022.
• Innovation and Information has
the highest share of high- skill and
high- wage jobs, with about 50%. It
is the second largest sector in
Silicon Valley.
• Community Infrastructure and
Services includes occupations in
healthcare, social services, retail,
education, government, and utilities.

It represents the most jobs with
about 775,000. It has the lowest share
of high-skill and high -wage jobs and
a high share of low - and mid-skill and
–wage employees.

Q. What are the key businesses & industries in Mountain View? 56Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 50. PERCENT CHANGE IN GDP FROM PREVIOUS
YEAR, SANTA CLARA & REGION, 2017 TO 2020 • Santa Clara County appears to be a resilient local economy
within the region. While
California’s GDP decreased from
2019 to 2020 by 3%, Santa Clara
County’s increased by 4.4%
during the pandemic, outpacing
both State and region.
• Note: Exhibit 50 includes early
pandemic data to show the
change the pandemic had on
the previous year’s GDP.

Source: U.S. Bureau of Economic Analysis, 2020; CAI, 2022.

Q. What has shifted due to the COVID -19 Pandemic?
57Landscape Assessment Interim Discussion DraftFebruary 2023 Source: Bay Area Council, 2022; CAI, 2022.
• One-quarter of respondents
have returned to full -time in -
person work. They predict a
small increase in the number of
in-person days, but full -time in -
person work will remain around
26% by January 2022.
• Of those who are currently using a
hybrid approach to work, workers
generally come in one day a week
or two-to-three days a week.

EXHIBIT 51. IN SIX MONTHS, WHAT IS YOUR BEST ESTIMATE AT

THE FREQUENCY YOUR BAY AREA WORKFORCE COMES TO
THE WORKPLACE EACH WEEK?
Q. What has shifted due to the COVID -19 Pandemic?
58Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 52. SHARE OF POPULATION
UNEMPLOYED IN LAST 7 DAYS, JULY 2022 • About one -third of San Francisco’s metro workforce (those 18 and older)
were unemployed as of July 2022. This is
slightly less than the state.
• Unemployed residents are more likely to
be elderly.
• Note: The Census Bureau launched a
pandemic survey designed to understand
the economic, health, housing, and
educational impacts at the state level
and for the nation’s top metro areas. This
data is available for San Francisco metro
area and the state of California as a
whole.

Q. What has shifted due to the COVID -19 Pandemic?
59 Source: U.S. Census Bureau Household Pulse Survey, 2022; CAI, 2022.

Landscape Assessment Interim Discussion DraftFebruary 2023 Source: Bay Area Council, 2022; CAI, 2022.
• More than half of respondents report
they have found their “ new normal,” a
significant increase in organizations
who believe office conditions have
stabilized at this point in the
pandemic (Compared to 5% in July
2021).
• Note: “New normal” refers
to general organization operations and
is not a transit -specific question. It is
included as a question in a Bay Area
Council Employer Network "Return
to Transit" poll deployed since April
2021. Respondents include public,
private and non-profit organizations
from every county in the Bay Area. The
most recent results are shown from
July 2022.

EXHIBIT 53. FROM TODAY, WHEN DO YOU THINK
YOUR NEW LONG-TERM “NORMAL” WILL BE
FULLY IMPLEMENTED IN YOUR ORGANIZATION?
60Landscape Assessment Interim Discussion DraftFebruary 2023 Source: Bay Area Council, 2022; CAI, 2022.
• Since October 2021,
respondents have expected 20 -
30% of their workforce
to remain fully remote post -
pandemic, but this assessment
fluctuates. In June, respondents
gave the highest expectation for
a fully remote workforce at 28%.

The following month that dipped
to the lowest rate at 19%.

EXHIBIT 54. WHAT IS YOUR BEST GUESS AT THE

PERCENT OF YOUR BAY AREA WORKFORCE
THAT WILL BE FULLY REMOTE POST-PANDEMIC?
61Landscape Assessment Interim Discussion DraftFebruary 2023 Source: Bay Area Council, 2022; CAI, 2022.
• Transit usership by commuters
significantly decreased over the
course of the pandemic and has
yet to return to the pre-pandemic
norm. Nearly half of all commuters
took transit pre -pandemic, while
under one-third were using transit
as of June 2022.
• This may represent increases in
remote work or signify a hesitancy
to return to transit for those workers
who do commute to an office space.

EXHIBIT 55. WHAT IS YOUR BEST GUESS AT THE
PERCENTAGE OF YOUR COMPANY’S BAY AREA

EMPLOYEES WHO TOOK TRANSIT TO WORK BEFORE THE
PANDEMIC AND CURRENTLY?
Q. What has shifted due to the COVID -19 Pandemic?
62Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 56. SHARE OF STARTUPS FOUNDED BY
WOMEN, SAN FRANCISCO & SILICON VALLEY, 2021
Source: Silicon Valley Indicators, 2022; CAI, 2022.
• Over the last ten years, around one -
quarter of all startups in
Silicon Valley were founded by
w omen. The share of women -
founded startups has historically been
lower than San Francisco, and it
declined in both locations since 2019.
• This may represent an opportunity to
activate more women to advance
business activity in Mountain View
and supporting a diverse array of
businesses and business owners is an
emerging theme throughout
stakeholder engagement to -date.

Q. How do diverse businesses play a role in Mountain View? 63Landscape Assessment Interim Discussion DraftFebruary 2023 EXHIBIT 57. BUSINESS OWNER CHARACTERISTICS,
SANTA CLARA COUNTY AND SILICON VALLEY, 2017
Source: U.S. Census American Business Survey, 2017; CAI, 2022. • Santa Clara County’s business
community is not as racially diverse
as Silicon Valley’s as a whole, with
fewer women owned businesses as
well. About half as many business
owners are women or BIPOC in Santa
Clara as in Silicon Valley.
• This may represent an opportunity
to generate business activity in
Mountain View by providing
more support for a diverse business
community.
• Note: Exhibit 57 shows the
breakdown of business owners from
a select set of demographic
characteristics. The latest data is
from 2017 and serves as a general
benchmark rather than as a current
snapshot.

Q. How do diverse businesses play a role in Mountain View? 64Landscape Assessment Interim Discussion DraftFebruary 2023 prepared by

Mountain View City CouncilApril 23, 2024

Mountain View City Council
April 23, 2024